Copyright Information
©℗2007-2014 by Richard Perrin. No part of this publication may be reproduced or
distributed in any form or by any means without the prior written consent of the copyright
holder.
This publication PMP® Exam Prep Boot Camp was created by Richard J Perrin Project
Engineering Corp in cooperation with Evolutionten Skillware
Release 5.0
Course Director: Richard J Perrin PMPMBB CSM CSP ACP QFDBB
ACKNOWLEDGEMENTS
To Umbrella Editing and Emily R. Asher for a ruthless edit of this manuscript!
To my wife Frances, who put up with all the late hours as I burned the midnight oil to get
this done. You are a true believer.
Notice:
“PMBOK”, “PMI”, “PMP” and “OPM3” are registered marks of the Project Management
Institute, Inc.
All Inputs, Tools and Techniques and Outputs listed in this manual are from the PMBOK® Guide,5th
edition.
©℗ 2007-2014 Richard Perrin – Evolutionten Skillware
- TOC ii
Table of Contents
Conventions Used in This Study Guide .................................................................................................... xi
About the Author ..................................................................................................................................... xi
How to Use This Guide – READ THIS FIRST!! ............................................................................................ xi
Chapter 1 :PMP
®
Examination Overview .................................................................................................... 1-1
Section Objectives .................................................................................................................................. 1-1
PMP® Examination Overview ................................................................................................................. 1-2
Examination Question Types ................................................................................................................. 1-3
Preparing for the Exam .......................................................................................................................... 1-4
Useful Exam Tips .................................................................................................................................... 1-5
Maintaining the PMP Certification ........................................................................................................ 1-7
In Summary... ......................................................................................................................................... 1-7
Chapter 2 : Project Life Cycle and Organization ........................................................................................ 2-1
Section Objectives .................................................................................................................................. 2-1
Definition of Project Management ........................................................................................................ 2-2
What Is a Project? .................................................................................................................................. 2-2
Project Constraints ................................................................................................................................. 2-3
What Are Programs, Portfolios and Sub-Projects? ................................................................................ 2-4
Process Comparisons ............................................................................................................................. 2-6
The PMO ................................................................................................................................................ 2-6
Types of PMOs ....................................................................................................................................... 2-7
Project Management, Operations Management and Organizational Strategy ..................................... 2-7
Organizations and Project Management ............................................................................................... 2-8
Business Value ........................................................................................................................................ 2-8
The Project Manager's Role ................................................................................................................... 2-9
Organizational Influences on Project Management .............................................................................. 2-9
Functional Organizations ..................................................................................................................... 2-10
Functional Advantages and Disadvantages ......................................................................................... 2-11
The Matrixed Organization .................................................................................................................. 2-11
Matrixed Advantages and Disadvantages ............................................................................................ 2-11
Projectized Organizations .................................................................................................................... 2-13
Projectized Advantages and Disadvantages ........................................................................................ 2-13
Composite Organizations ..................................................................................................................... 2-14
What Is Your Organizational Structure? .............................................................................................. 2-15
Organizational Process Assets.............................................................................................................. 2-15
Enterprise Environmental Factors ....................................................................................................... 2-16
Understanding Stakeholder Needs ...................................................................................................... 2-16
Project Governance .............................................................................................................................. 2-17
The Project Team ................................................................................................................................. 2-18
The Project Life Cycle ........................................................................................................................... 2-19
Phase-to-Phase Relationships .............................................................................................................. 2-19
Project Lifecycle Concepts ................................................................................................................... 2-20
The Project Life cycle Versus the Project Management Life cycle ....................................................... 2-22
Defining the Product Life Cycle ............................................................................................................ 2-23
MBO, OPM3™ and Progressive Elaboration ....................................................................................... 2-24
Section Review: .................................................................................................................................... 2-25
Chapter Two Memory Check ............................................................................................................... 2-26
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Chapter 2 Test ...................................................................................................................................... 2-27
Chapter 2 Test Answers ....................................................................................................................... 2-32
Chapter 3 Project Management Processes and Knowledge Areas ............................................................ 3-2
Section Objectives .................................................................................................................................. 3-2
The Project Management Process Groups............................................................................................. 3-3
Initiating Process Group ......................................................................................................................... 3-4
Planning Process Group ......................................................................................................................... 3-5
Executing Process Group ........................................................................................................................ 3-7
Monitoring and Controlling Process Group ........................................................................................... 3-7
Closing Process Group ............................................................................................................................ 3-9
Project Information .............................................................................................................................. 3-10
Cross-Cutting Skills ............................................................................................................................... 3-10
Knowledge Area Logistics ..................................................................................................................... 3-11
Project Integration Management ........................................................................................................ 3-12
Project Scope Management ................................................................................................................. 3-13
Project Time Management .................................................................................................................. 3-13
Project Cost Management ................................................................................................................... 3-14
Project Quality Management ............................................................................................................... 3-15
Project Human Resource Management ............................................................................................... 3-15
Project Communications Management ............................................................................................... 3-16
Project Risk Management .................................................................................................................... 3-16
Project Procurement Management ..................................................................................................... 3-17
Project Stakeholder Management ....................................................................................................... 3-18
Role of the Knowledge Areas ............................................................................................................... 3-18
Mapping Knowledge Areas to Process Groups .................................................................................... 3-19
Understanding Process Interactions .................................................................................................... 3-20
In Summary... ....................................................................................................................................... 3-22
Chapter Three Memory Check ............................................................................................................. 3-22
Chapter 3 Test ...................................................................................................................................... 3-23
Chapter 3 – Test Answers .................................................................................................................... 3-28
Chapter 4 : Project Integration Management ............................................................................................ 4-1
Section Objectives .................................................................................................................................. 4-1
Integration Process Summary ................................................................................................................ 4-2
Project Integration Management .......................................................................................................... 4-2
Develop the Project Charter .................................................................................................................. 4-3
Charter Elements ................................................................................................................................... 4-3
Project Statement of Work .................................................................................................................... 4-4
Business Case ......................................................................................................................................... 4-5
Agreements ............................................................................................................................................ 4-5
Additional Financial Terms ..................................................................................................................... 4-5
Develop the Project Management Plan ................................................................................................. 4-6
Project Management Plan Defined ........................................................................................................ 4-6
Why the Project Management Plan Is Needed ...................................................................................... 4-7
Project Management Plan Components ................................................................................................ 4-8
Project Documents ................................................................................................................................. 4-9
Baselining the Project Management Plan .............................................................................................. 4-9
Configuration Management ................................................................................................................. 4-10
Project Management Information System (PMIS) ............................................................................... 4-11
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Project Kickoff Meeting ........................................................................................................................ 4-11
Direct and Manage Project Work ......................................................................................................... 4-12
Project Execution Actions .................................................................................................................... 4-13
Monitor and Control Project Work ...................................................................................................... 4-14
Corrective Action ................................................................................................................................. 4-14
Perform Integrated Change Control .................................................................................................... 4-15
Change Requests .................................................................................................................................. 4-16
Who Authorizes Changes? Quick Quiz... .............................................................................................. 4-17
Close Project or Phase.......................................................................................................................... 4-17
Administrative Closure Activities ......................................................................................................... 4-18
Contract Closure .................................................................................................................................. 4-18
Lessons Learned ................................................................................................................................... 4-19
Project Integration Management – Key Process Interactions ............................................................. 4-20
In Summary... ...................................................................................................................................... 4-20
Integration Process Check .................................................................................................................... 4-21
Chapter Four Memory Check ............................................................................................................... 4-22
Chapter 4 Test ...................................................................................................................................... 4-23
Chapter 4 Test – Answers .................................................................................................................... 4-28
Chapter 5 : Project Scope Management .................................................................................................... 5-1
Section Objectives .................................................................................................................................. 5-1
Scope Process Summary ........................................................................................................................ 5-2
What is Scope Management? ................................................................................................................ 5-2
Scope Baseline ....................................................................................................................................... 5-3
Scope Management ............................................................................................................................... 5-3
Plan Scope Management ....................................................................................................................... 5-4
Collect Requirements ............................................................................................................................. 5-5
Requirements Collection Tools .............................................................................................................. 5-6
Requirements Traceability Matrix ......................................................................................................... 5-7
Define Scope .......................................................................................................................................... 5-8
Scope Statement .................................................................................................................................... 5-9
Create WBS .......................................................................................................................................... 5-10
WBS Defined ........................................................................................................................................ 5-10
WBS Benefits ........................................................................................................................................ 5-11
WBS Dictionary .................................................................................................................................... 5-12
Validate Scope ...................................................................................................................................... 5-14
When Scope Validation Occurs ............................................................................................................ 5-14
Control Scope ....................................................................................................................................... 5-15
Scope Control Methods ....................................................................................................................... 5-16
Project Scope Management: Key Process Interactions ....................................................................... 5-17
In Summary… ....................................................................................................................................... 5-17
Scope Process Check ............................................................................................................................ 5-18
Chapter Five Memory Check ................................................................................................................ 5-19
Chapter 5 – Test ................................................................................................................................... 5-20
Chapter 5 Test – Answers .................................................................................................................... 5-25
Chapter 6 : Project Time Management ...................................................................................................... 6-1
Section Objectives .................................................................................................................................. 6-1
Project Time Management Process Summary ....................................................................................... 6-2
Time Management ................................................................................................................................. 6-2
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Plan Schedule Management .................................................................................................................. 6-3
Define Activities ..................................................................................................................................... 6-4
Sequence Activities ................................................................................................................................ 6-4
Network Diagrams ................................................................................................................................. 6-5
Precedence Relationships ...................................................................................................................... 6-6
Activity on Arrow ................................................................................................................................... 6-7
GERT ....................................................................................................................................................... 6-7
Network Dependency Types .................................................................................................................. 6-7
Milestones .............................................................................................................................................. 6-8
Leads and Lags ....................................................................................................................................... 6-8
Estimate Activity Resources ................................................................................................................... 6-9
Estimate Activity Durations .................................................................................................................. 6-10
Duration Estimating Types ................................................................................................................... 6-11
Accuracy of Estimating Methods ......................................................................................................... 6-12
Statistics for the Exam .......................................................................................................................... 6-12
PERT Calculation................................................................................................................................... 6-14
Develop Schedule ................................................................................................................................. 6-15
Slack and Float ..................................................................................................................................... 6-16
Critical Path Definition ......................................................................................................................... 6-17
Critical Path: Quick Quiz ....................................................................................................................... 6-17
Critical Path Solution ............................................................................................................................ 6-18
Network Diagram Setup ....................................................................................................................... 6-19
Computing the Forward Pass ............................................................................................................... 6-20
Computing the Backward Pass ............................................................................................................. 6-21
Computing Float and Slack ................................................................................................................... 6-22
Schedule Compression Techniques ..................................................................................................... 6-22
Scheduling Techniques ......................................................................................................................... 6-24
Critical Chain Method .......................................................................................................................... 6-24
Resource Optimization Techniques ..................................................................................................... 6-25
Modeling Techniques ........................................................................................................................... 6-27
Bar Charts ............................................................................................................................................. 6-27
Milestone Charts .................................................................................................................................. 6-28
Control Schedule .................................................................................................................................. 6-29
PDM Exercises ...................................................................................................................................... 6-30
Project Time Management: Key Process Interactions ......................................................................... 6-32
In Summary… ....................................................................................................................................... 6-32
Time Process Check .............................................................................................................................. 6-33
Chapter Six Memory Check .................................................................................................................. 6-34
Chapter 6 Test ...................................................................................................................................... 6-35
Chapter 6 Test – Answers .................................................................................................................... 6-40
Chapter 7 : Project Cost Management ...................................................................................................... 7-1
Project Cost Management Process Summary ........................................................................................ 7-2
Cost Management .................................................................................................................................. 7-2
Plan Cost Management .......................................................................................................................... 7-3
Estimate Costs ........................................................................................................................................ 7-4
Cost Types .............................................................................................................................................. 7-5
Cost Estimating Tools ............................................................................................................................. 7-6
Analogous Estimating ............................................................................................................................. 7-6
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Bottom-Up Estimate .............................................................................................................................. 7-7
Parametric Estimating ............................................................................................................................ 7-7
Estimate Types ....................................................................................................................................... 7-8
Determine Budget .................................................................................................................................. 7-9
Control Costs ........................................................................................................................................ 7-10
Earned Value Definitions ...................................................................................................................... 7-10
Earned Value Formulas ........................................................................................................................ 7-11
Earned Value Accrual – Measurement Methods and Progress Reporting .......................................... 7-14
Performance Reviews and Variance Analysis ...................................................................................... 7-15
Earned Value Practice Exercises ........................................................................................................... 7-16
Project Cost Management: Key Process Interactions .......................................................................... 7-18
Summary… ........................................................................................................................................... 7-18
Cost Process Check ............................................................................................................................... 7-19
Chapter Seven Memory Check ............................................................................................................. 7-20
Chapter 7 Test ...................................................................................................................................... 7-21
Chapter 7 Test – Answers .................................................................................................................... 7-26
Chapter 8 : Project Quality Management .................................................................................................. 8-1
Section Objectives .................................................................................................................................. 8-1
Project Quality Management Process Summary ................................................................................... 8-2
Quality Overview .................................................................................................................................... 8-2
PMBOK® Guide, 5th edition ISO Certification ........................................................................................ 8-3
Project Quality Management ................................................................................................................. 8-3
Plan Quality Management ..................................................................................................................... 8-4
Quality Planning Tools ........................................................................................................................... 8-4
Cost-Benefit Analysis.............................................................................................................................. 8-5
Cost of Quality ........................................................................................................................................ 8-5
The Seven Basic Quality Tools ................................................................................................................ 8-7
Ishikawa Diagram ................................................................................................................................... 8-7
Flowchart ............................................................................................................................................... 8-8
Check Sheets .......................................................................................................................................... 8-9
Histograms ............................................................................................................................................. 8-9
Pareto Chart ......................................................................................................................................... 8-10
SPC (Statistical Process Control) Chart Example .................................................................................. 8-11
Stability Analysis/Zone Test ............................................................................................................. 8-12
Scatter Diagram.................................................................................................................................... 8-12
Benchmarking ...................................................................................................................................... 8-13
Design of Experiments (DOE) ............................................................................................................... 8-13
Additional Quality Planning Tools ........................................................................................................ 8-14
Quality Management Concepts ........................................................................................................... 8-15
Zero Defects ......................................................................................................................................... 8-15
Fitness for Use ...................................................................................................................................... 8-15
W. Edwards Deming ............................................................................................................................. 8-16
Kaizen ................................................................................................................................................... 8-17
Six Sigma .............................................................................................................................................. 8-17
Quality Philosophies ............................................................................................................................. 8-18
CMMI .................................................................................................................................................... 8-19
Perform Quality Assurance .................................................................................................................. 8-19
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Quality Management Tools .................................................................................................................. 8-20
Quality Audit ........................................................................................................................................ 8-20
Control Quality ..................................................................................................................................... 8-21
Additional Statistical Terms ................................................................................................................. 8-21
Variable and Attribute Sampling .......................................................................................................... 8-22
Project Quality Management: Key Process Interactions ..................................................................... 8-23
In Summary… ....................................................................................................................................... 8-23
Quality Process Check .......................................................................................................................... 8-24
Chapter Eight Memory Check .............................................................................................................. 8-25
Chapter 8 Test ...................................................................................................................................... 8-26
Chapter 8 Test – Answers .................................................................................................................... 8-30
Chapter 9 : Project Human Resource Management .................................................................................. 9-1
Section Objectives .................................................................................................................................. 9-1
Project Human Resource Management Process Summary ................................................................... 9-2
Project Human Resource Management ................................................................................................. 9-2
Human Resource Roles .......................................................................................................................... 9-2
Develop Human Resource Plan .............................................................................................................. 9-4
HR Enterprise Environmental Factors& Organizational Process Assets ................................................ 9-5
Roles and Responsibilities ...................................................................................................................... 9-6
Staffing Management Plan ..................................................................................................................... 9-6
Acquire Project Team ............................................................................................................................. 9-7
Develop Project Team ............................................................................................................................ 9-8
Project Manager Authority .................................................................................................................... 9-9
The Tuckman Model .............................................................................................................................. 9-9
Motivational Theories .......................................................................................................................... 9-10
Maslow's Hierarchy of Needs .............................................................................................................. 9-11
Herzberg's Hygiene Theory .................................................................................................................. 9-11
Expectancy Theory ............................................................................................................................... 9-12
Achievement Theory ............................................................................................................................ 9-13
Leadership Theories ............................................................................................................................. 9-14
Theory X and Y ..................................................................................................................................... 9-14
Theory Z ............................................................................................................................................... 9-15
Situational Leadership .......................................................................................................................... 9-15
Manage Project Team .......................................................................................................................... 9-16
Conflict Management .......................................................................................................................... 9-16
Causes of Conflict ................................................................................................................................. 9-17
Conflict Resolution Methods ............................................................................................................... 9-18
Project Human Resource Management: Key Process Interactions ..................................................... 9-20
In Summary… ....................................................................................................................................... 9-20
HR Process Check ................................................................................................................................. 9-21
Chapter Nine Memory Check ............................................................................................................... 9-22
Chapter Nine Test ................................................................................................................................ 9-23
Chapter 9 Test – Answers .................................................................................................................... 9-28
Chapter 10 : Project Communications Management .............................................................................. 10-1
Section Objectives ................................................................................................................................ 10-1
Project Communications Management Process Summary .................................................................. 10-2
Project Communications Management ............................................................................................... 10-2
Plan Communications Management .................................................................................................... 10-3
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Communications Management Plan .................................................................................................... 10-3
Communication Sender-Receiver Model ............................................................................................. 10-4
Communication Hierarchies ................................................................................................................. 10-5
Meetings: Best Practices ...................................................................................................................... 10-6
Project Manager Communication ........................................................................................................ 10-6
Manage Communications .................................................................................................................... 10-7
Communications Barriers/Enhancers .................................................................................................. 10-7
Types of Communication ..................................................................................................................... 10-8
Communication Situations ................................................................................................................... 10-9
Performance Reporting ........................................................................................................................ 10-9
Variance Analysis ............................................................................................................................... 10-10
Control Communications ................................................................................................................... 10-10
Communication Methods .................................................................................................................. 10-11
Project Communications Management: Key Process Interactions .................................................... 10-12
In Summary… ..................................................................................................................................... 10-12
Communications Process Check ........................................................................................................ 10-13
Chapter Ten Memory Check .............................................................................................................. 10-14
Chapter 10 Test .................................................................................................................................. 10-15
Chapter 10 – Answers ........................................................................................................................ 10-20
Chapter 11 : Project Risk Management ................................................................................................... 11-1
Section Objectives ................................................................................................................................ 11-1
Project Risk Management Process Summary ...................................................................................... 11-2
Risk Management Overview ................................................................................................................ 11-2
Project Risk Management .................................................................................................................... 11-2
Plan Risk Management......................................................................................................................... 11-3
The Risk Management Plan .................................................................................................................. 11-4
Risk Breakdown Structure .................................................................................................................... 11-4
Categories of Risk ................................................................................................................................. 11-5
Identify Risks ........................................................................................................................................ 11-6
Risk Information Gathering Techniques .............................................................................................. 11-6
Brainstorming and Delphi .................................................................................................................... 11-7
Root Cause Analysis (RCA) and Expert Interviewing ............................................................................ 11-7
SWOT Analysis ...................................................................................................................................... 11-8
The Risk Register .................................................................................................................................. 11-9
Perform Qualitative Risk Analysis ........................................................................................................ 11-9
Qualitative Risk Assessment Matrix ................................................................................................... 11-10
Project Documents Updates .............................................................................................................. 11-10
Perform Quantitative Risk Analysis .................................................................................................... 11-11
Failure Modes Effects Analysis (FMEA) .............................................................................................. 11-12
Expected Value/ Expected Monetary Value ...................................................................................... 11-13
Monte Carlo Analysis ......................................................................................................................... 11-14
Decision Tree Analysis ........................................................................................................................ 11-14
Plan Risk Responses ........................................................................................................................... 11-16
Risk Response Strategies .................................................................................................................... 11-16
Contingency Plans .............................................................................................................................. 11-18
Residual and Secondary Risks ............................................................................................................ 11-18
Contingency and Management Reserve ............................................................................................ 11-18
Risk Register Updates ......................................................................................................................... 11-19
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Control Risks ....................................................................................................................................... 11-20
Risk Audits and Reviews ..................................................................................................................... 11-20
Additional Risk Tools .......................................................................................................................... 11-21
Workarounds ..................................................................................................................................... 11-21
Project Risk Management: Key Process Interactions ......................................................................... 11-22
In Summary… ..................................................................................................................................... 11-22
Risk Process Check ............................................................................................................................. 11-23
Chapter Eleven Memory Check .......................................................................................................... 11-24
Chapter 11 Test .................................................................................................................................. 11-25
Chapter 11 Test – Answers ................................................................................................................ 11-29
Chapter 12 : Project Procurement Management .................................................................................... 12-1
Section Objectives ................................................................................................................................ 12-1
Project Procurement Management Process Summary ........................................................................ 12-2
Project Procurement Management ..................................................................................................... 12-2
Procurement for the Exam................................................................................................................... 12-3
Required Contract Elements ................................................................................................................ 12-3
Project Manager’s Role in Procurement .............................................................................................. 12-3
Centralized/Decentralized Contracting ................................................................................................ 12-4
Plan Procurements ............................................................................................................................... 12-5
Perform Make or Buy Analysis ............................................................................................................. 12-6
Procurement Management Plan .......................................................................................................... 12-6
Procurement Statement of Work ........................................................................................................ 12-7
Contract Types and Risk Assessment ................................................................................................... 12-8
Point of Total Assumption .................................................................................................................. 12-10
Fixed Price Plus Incentive – PTA ......................................................................................................... 12-11
Unit Price and Time & Materials Contracts ....................................................................................... 12-11
Standard Procurement Documents ................................................................................................... 12-12
Additional Terms ................................................................................................................................ 12-13
Non-Competitive Forms of Procurement .......................................................................................... 12-14
Source/Vendor Evaluation Criteria .................................................................................................... 12-14
Conduct Procurements ...................................................................................................................... 12-15
Bidder Conferences ............................................................................................................................ 12-15
Qualified Sellers Lists ......................................................................................................................... 12-16
Review Seller Proposals ..................................................................................................................... 12-16
Contract Negotiations and Tactics ..................................................................................................... 12-16
Agreements ........................................................................................................................................ 12-17
Control Procurements ........................................................................................................................ 12-18
Contract Administration .................................................................................................................... 12-18
Contract Change Control System ....................................................................................................... 12-19
Contract Monitoring .......................................................................................................................... 12-20
Close Procurements ........................................................................................................................... 12-21
Closure Activities ................................................................................................................................ 12-21
Project Procurement Management: Key Process Interactions .......................................................... 12-22
In Summary… ..................................................................................................................................... 12-22
Procurement Process Check .............................................................................................................. 12-23
Chapter Twelve Memory Check ......................................................................................................... 12-24
Chapter 12 Test .................................................................................................................................. 12-25
Chapter 12 Test – Answers ................................................................................................................ 12-29
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Chapter 13 : Project Stakeholder Management ...................................................................................... 13-1
Project Stakeholder Management Process Summary ......................................................................... 13-2
Project Stakeholder Management ....................................................................................................... 13-2
Identify Stakeholders ........................................................................................................................... 13-3
Stakeholder Analysis ............................................................................................................................ 13-3
Power/Interest Grid ............................................................................................................................. 13-4
Stakeholder Register ............................................................................................................................ 13-5
Plan Stakeholder Management ............................................................................................................ 13-6
Analytical Techniques .......................................................................................................................... 13-6
Stakeholder Management Plan............................................................................................................ 13-7
Manage Stakeholder Engagement ....................................................................................................... 13-7
Interpersonal and Management Skills ................................................................................................. 13-8
Issue Logs ............................................................................................................................................. 13-8
Control Stakeholder Engagement ........................................................................................................ 13-9
Project Stakeholder Management: Key Process Interactions ............................................................ 13-10
In Summary... ..................................................................................................................................... 13-10
Stakeholder Process Check ................................................................................................................ 13-11
Chapter 13 Memory check ................................................................................................................. 13-11
Chapter 13 Test .................................................................................................................................. 13-12
Chapter 13 - Test Answers ................................................................................................................. 13-15
Chapter 14 : Professional and Social Responsibility ................................................................................ 14-1
The PMI Code of Ethics and Professional Conduct .............................................................................. 14-2
The Code of Ethics – Four Areas .......................................................................................................... 14-2
Responsibility ....................................................................................................................................... 14-2
Respect ................................................................................................................................................. 14-3
Fairness ................................................................................................................................................ 14-4
Honesty ................................................................................................................................................ 14-5
Contribute to the PM Body of Knowledge ........................................................................................... 14-6
Chapter 15 : Exercise Answers ................................................................................................................. 15-1
PDM Exercise Answers ......................................................................................................................... 15-2
Earned Value Exercise Answers ........................................................................................................... 15-5
Chapter 16 : Pre-Test ............................................................................................................................... 16-1
Pre-Test ................................................................................................................................................ 16-2
Pre-test Answers .................................................................................................................................. 16-9
Chapter 17 : Memory Check Answers ...................................................................................................... 17-1
Chapter Two Memory Check ............................................................................................................... 17-2
Chapter Three Memory Check ............................................................................................................. 17-3
Chapter Four Memory Check ............................................................................................................... 17-4
Chapter Five Memory Check ................................................................................................................ 17-5
Chapter Six Memory Check .................................................................................................................. 17-6
Chapter Seven Memory Check ............................................................................................................. 17-7
Chapter Eight Memory Check .............................................................................................................. 17-8
Chapter Nine Memory Check ............................................................................................................... 17-9
Chapter Ten Memory Check .............................................................................................................. 17-10
Chapter Eleven Memory Check .......................................................................................................... 17-11
Chapter Twelve Memory Check ......................................................................................................... 17-12
Chapter 13 Memory check ................................................................................................................. 17-13
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Conventions Used in This Study Guide
• Exam Tip - pay particular attention to these exam tips. They outline critical elements you need
to know to help you be successful on the exam
• Brain Dump - every time you see the following symbol on a manual page or next to a formula, it
indicates a formula that you need to memorize for specific questions on the exam:
• This guide focuses on the elements needed to pass the exam. As such, it is not a ‘how to’ guide.
There are plenty of books on project management and its specialties upon which the reader can
avail themselves. That being said, this guide contains a number of footnoted references that
may be very useful to the project practitioner and are strongly recommended for further study
after the reader has passed the PMP exam(!)
About the Author
Richard Perrin (PMP CSM CSP ACP MBB) has worked in the aerospace, finance/brokerage,
healthcare, energy, telecommunications, insurance industries and state/federal government for
over 30 years. His efforts as a Director of Development for a telco startup helped his company
garner the IEC Infovision Award for most innovative AIN product in 1998.
Working primarily for Fortune 100 and Global 10 companies as a Program/Project Manager, he
has managed multi-million dollar, international infrastructure deployments, consulted in the
creation of PMOs, functioned as proposal manager, developed workflows and business process
focusing on the implementation of lean business process and quality practices for the
publishing and telecom industries, as well as the public sector. He has served as a mentor and
trainer, delivering formal instruction in CMM/CMMI, configuration management, requirements
elaboration, project risk management and project management tools & techniques. For the last
four years he has devoted his efforts to delivering coaching and training on Agile/Scrum
processes across the United States. His book, Real World Project Management was published
by John Wiley & Sons and released in January of 2008. He was a presenter at the March, 2010
Scrum Gathering in Orlando, Florida on the subject of Scrum and Lean Six Sigma. Most recently,
he was selected by the Project Management Institute as an internal reviewer/contributor for
the PMBOK® Guide, 5th Edition.
How to Use This Guide – READ THIS FIRST!!
Using this guide correctly will help insure you pass the PMP exam on your first attempt. Do the
following:
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• Review each chapter thoroughly. Then read through the corresponding chapter in the PMBOK®
Guide. Pay particular attention to the outputs for each Knowledge Area and the processes that
feed into each Knowledge Area. Memorize all Exam Tips and Critical Notes.
• Take the chapter quiz, marking your answers on a separate sheet of paper. If you scored better
than 80% you have a good gasp of the material. If not, mark the chapter for review on your
second pass through the manual.
• Go through the remaining chapters using the same approach. When you have completed the
guide you will then review the chapters in which you scored below 80%
• Retake the chapter quizzes in which you scored below 80%.
• When you have passed all quizzes at the 80% level, take the post-test; it is a full blown PMP
exam simulation. Give yourself 4 hours to take the sim – if you score better than 80%, you are
ready to sit for the exam.
• If you score less than 80%, call the test center where you will be sitting for the exam and
reschedule the test! You can do so for up to 48 hours prior to the exam without forfeiting the
exam fee.
• If you need additional testing material, sign up for practice tests at:
http://iwebprep.com/Default.aspx
©℗ 2009-2014 Richard Perrin – Evolutionten
:PMP® Examination Overview 1-1
Chapter 1 :PMP® Examination
Overview
Section Objectives
• Exam Questions
• Exam-Taking Tips
• Maintaining the PMP® Certification
©℗ 2009-2014 Richard Perrin – Evolutionten
:PMP® Examination Overview 1-2
PMP® Examination Overview
The PMI certification examination consists of 200 multiple-choice questions, each question consisting of
only four possible answers. The questions that you will see on your specific exam are selected from a
bank of over 13,000 questions. There is no way to predetermine what the specific selection mix of
questions will be.
Unlike the GMAT, The PMI exam is non-adaptive. You may select questions for review and move on to
other questions, returning to those questions that gave you difficulty, without penalty.
The PMI examination is four hours and once begun, the clock will tick until four hours are complete, or
the test taker submits the exam for grading prior to the completion of four hours.
Make sure you answer all questions - no credit will be given for unanswered questions. In this case an
unanswered question is the same as an incorrect answer.
There are 25 'pretest' questions on the exam that carry no credit. You are only graded on 175 questions
out of the 200 questions presented; however you will not know which questions are experimental and
which questions you are being graded on.
As of this writing there is no definitive passing score for the exam - for each of the sections outlined above
you will be graded either a) Proficient, b) Moderately Proficient, or c) Below Proficient. According to the
PMI Certification Department, the following is In effect:
“There are not a minimum or maximum number of domains or chapters in which candidate needs to
demonstrate proficiency in order to pass the exam. The pass/fail rate is determined based on overall
performance, not on how many questions were answered right or wrong in a particular domain or
chapter. Each of the domains or chapters has a different number of questions within them that are
relative to each other but not equal to each other. That means itis possible to score Below Proficiency
in one of the domains and yet still pass the examination. It all depends on how many items were
present in the domains that were failed. ”
1
1
Helen Welsh, Certification Department, Project Management Institute
©℗ 2009-2014 Richard Perrin – Evolutionten
:PMP® Examination Overview 1-3
Examination Question Types
Questions on the PMP® certification exam are designed to test your analytical abilities, application
experience, and general project management knowledge. The types of questions you will see on the
exam will fall into the following general categories:
• Situational: A scenario or situation will be presented to you in which must analyze the question
and choose the best answer based on your experience, analysis, and knowledge. Many test
takers state that the predominant percentages of questions on the exam are situational.
• More than one right answer: Frequently, a test question will have two or more correct answers;
however there will always be one answer that is more correct than the others. In this situation
it is usually simple to eliminate at least two of the answers. Focus your attention on what the
project manager needs to do next.
• Extraneous information: PMI is famous for the wordy multi-paragraph question, loaded with
misdirection (red herrings) and nonessential information that has nothing to do with the actual
question. When encountering such questions for the first time, read the answer set and the final
paragraph first - this is usually the place where the actual question is contained.
• Something you never heard of: Don't be surprised to see a question containing something you
have never seen before. The field of project management changes on a daily basis and the tools
and techniques used by the project manager are expanding seemingly at a geometric rate. Take
your best guess and move on.
• Mathematical: Expect to see anywhere from 5 to 10 questions involving formula computations.
Earned value, PERT or questions involving standard deviation are typical computation questions.
• Diagrams: You may be askedto interpret a graph or construct a precedence diagram from
instructions. On the computer at the test center, there may be a button on the screen that you
can push that will bring up a graphic or some other diagram. Take advantage of all information
provided.
• Correct answer to a different question: You will sometimes see answers that may be correct
statements by themselves, but do not answer the question.
• A new approach to a known topic: You will frequently see questions that will present a different
point of view or skew to a known topic. These questions will test concepts but using language
that is different from what you studied for the exam. Thus it is critical that the concepts be
understood ahead of simple rote memorization of project management knowledge.
• Double negatives: A number of questions are designed to be deliberately confusing ("which of
the following would NOT be the least likely choice to make..."), which is another way of saying;
"what would be your most likely choice".
• Recall: There will be a few fairly short questions that test your inventory of certain project
management facts and knowledge areas.
Critical Note: Make sure you do a careful and thorough read of each question - many of the answers to
exam questions turn on a single word. If you skim over or miss that key word, you will get the question
wrong. Read all questions carefully. Answer what is asked!
©℗ 2009-2014 Richard Perrin – Evolutionten
:PMP® Examination Overview 1-4
Preparing for the Exam
PMP® exam is four hours and 200 questions - this means that you have approximately 1 minute and 12
seconds to answer each question. In order to ensure an optimal testing experience there are specific
stress relievers you can employ that will help you get through the test with a minimum of angst.
Consider the following as part of your test taking strategy:
Arrive Early. Consider traffic and time of day when making your way to the exam center. You don't
want to arrive in a rushed or stressed state before the exam begins. It is strongly recommended that
you scope out the exam facility a week or two before the actual examination, if at all possible. You
want to know what to expect walking through the door of the test facility.You will be under constant
video monitoring and observation for the entire duration of the exam.
Rest Up. Take the evening off from studying the night before the exam - if you don't know the material
by this point, cramming into late hours the evening before the test will simply multiply your stress level
by a factor of two or three. It is most important that you be rested with a good night’s sleep under your
belt on the day of the exam. If you can, schedule the test for early afternoon instead of early morning.
Consider Earplugs. There may be some distracting noises in the examination room such as a fan, or test-
taker for a different exam tapping a pencil on a desk. Bring earplugs just in case.
Dress in Layers. Frequently exam rooms are air conditioned to a point where they are too cold for many
people. Therefore it is recommended that you dress in layers and remove layers or add layers as
necessary to maintain your own individual comfort level.
Bring Food and Drink. If you get thirsty or need a nutritional boost during the exam, make sure you
bring bottled water, bottled juices, or any snacks you will need for the four-hour test. If you have to
leave the room to use a water fountain or go to a vending machine, the test clock will still be ticking.
Do the Brain Dump! Prior to the start of the exam and during the 15 minute tutorial you will have time
to write on scratch paper all the formulas you will need for the test. While many of us pride ourselves
on our airtight memories, rest assured that if exam panic sets in, all that you thought you had
memorized will fly out of your head in an instant. Do yourself a favor and write down these formulas in
an unstressed state prior to the actual start of the exam - this will pay dividends many times over while
you are taking the exam. Some past test takers have actually reported that examination proctors upon
handing scratch paper to the test-taker will state, "don't forget your brain dump".
Formulate a Plan. Have a strategy in mind prior to taking the test. If you know you will need to stand up
and stretch after 90 minutes, allocate time in your strategy to do just that. The idea is that you want to
pace yourself for your own maximum comfort and effectiveness on exam day. One effective plan
involves the following approach:
• Go through the entire exam and answer the questions you can answer very quickly - within 20 to
30 seconds. Mark all other questions for review. You can frequently answer 80 questions in 45
minutes using this approach.
• Now approach all the ‘marked for review’ questions on the second pass - these questions will
take you a little longer to answer but only because they require more thought. You can answer
another 70 questions in the next hour and 15 minutes using this approach. Sometimes other
questions and answers will jog your memory on a question you marked for review.
• You will now be left with your 50 most difficult questions on the third pass for which you have a
full two hours to ponder the answers. Having this much time to approach your toughest questions
is a real stress reliever and a major confidence builder for the exam.
Breathe! Students of yoga have utilized this technique for years. While in a stressed state, the simplest
and most effective way to calm your system is by deep controlled breathing. This will produce a calming
effect on your mind as well as your body, and can even lower blood pressure. If you feel a moment of
©℗ 2009-2014 Richard Perrin – Evolutionten
:PMP® Examination Overview 1-5
panic during the exam, sit back in your chair, close your eyes and breathe deeply and slowly for 15 to 20
seconds.
Useful Exam Tips
Think Like PMI! When you are answering questions for the exam, unless stated otherwise, assume the
following is true:
• You are the customer if procuring services from an external vendor unless stated otherwise
• As the project manager you are in control of the budget, the timeline, and the resources
• The project is of sufficient size to warrant the use of a project management plan and all
subsidiary plans
• You are following the formal processes as outlined by PMI, even if you don't use them in real life
• You have access to historical information and that formal project management processes are
followed in your organization
The exam does not test memorization. Being a quiz kid with an eidetic memory will not help you pass
the PMP® examination. You could memorize the PMBOK® Guide, 5th edition cover to cover and easily
fail the exam. The PMP® exam tests your experience as a project manager as well as your understanding
of project management concepts, and your ability to correctly analyze situations that occur on projects.
While some memorization is required it is not the focal point of the examination.
Answer all questions. You do not get any credit for an unanswered question. If you are completely
stumped by a question there are only four possible answer alternatives. You have at least a 25% chance
of getting it right. If you can eliminate at least two apparently incorrect answers your chances have
improved to 50-50. Always answer a question even if time is running out.
Fill in the blanks. With a fill-in-the-blanks type of question, sometimes the correct answer is not
grammatically correct. Don't let that stop you from filling in the correct answer.
Software calculator. You will be provided with an online, basic calculator that performs the following
functions: add, subtract, multiply, and divide. A TI-83 graphing calculator with sophisticated integral and
derivative calculus functions will not be allowed in the exam room.
Look for sweeping generalizations. Frequently you will see broad generalizations and questions using
terms such as; "MUST, NEVER, AWAYS, COMPLETELY" or other absolutes. When referring to the project
manager's actions, these terms are almost always wrong. Make sure you understand PMI's point of view
first before attempting to answer questions containing these terms.
NEXT, BEST, WORST, LEAST, MOST, FIRST, LAST. On a number of exam questions you will be asked what
is the BEST or FIRST action you should take regarding a specific situation. When we see questions like
this, it is a tipoff that there is usually more than one correct answer. Read these questions carefully and
understand what is being asked.
Cheerleader answers. There are a fair number of question responses that are what we call
'cheerleader' answers. Statements such as "quality is really important" or "scope verification is really
time consuming" are answer choices that are guaranteed incorrect. Also keep an eye out for answers in
which there is some type of emotional response to a situation. Project managers manage projects with
data and fact. “Touchy-feely” answers can usually be eliminated immediately from consideration.
Use the whole exam time. Allow yourself the full four hours to complete the exam unless the following
situation applies: you have answered all the questions and double-checked the answers. Studies have
©℗ 2009-2014 Richard Perrin – Evolutionten
:PMP® Examination Overview 1-6
shown that over-thinking answers on an examination will frequently cause test takers to second-guess
themselves. More often than not, they will change correct answers to incorrect answers. Your first
instinct on a difficult question will generally be correct. If you have used the three-pass method, double-
checked your answers, and 30 minutes on the exam remains, your best strategy may simply be to
submit your answers for grading.
Know PMI’s recurring themes for the exam. The following themes need to be well understood to
increase your chance of passing the exam the first time:
• The project manager puts the interests of the project ahead of his/her own self-interest
• The project manager is assigned during the Initiating phase of the project
• Organizations have a Project Management Office (PMO), that has clearly defined authority over
the implementation of project processes
• The WBS is the foundation for all project management planning
• Stakeholders are engaged throughout the project
• Planning is a key element in all projects
• All roles and responsibilities are clearly defined and documented for the project
• Due to the uniqueness of the project, the project manager focuses on risk identification and risk
management
• Project management plans are agreed, realistic and signed off by all relevant stakeholders
• The Project manager is responsible for realistically assessing all time, budget and quality
constraints and resolves any issues with the management prior to the start of project work
• Continuous process improvement on the project is one of the key responsibilities of the project
manager
• The project manager determines the quality metrics to be used on the project
• The project management plan is the key document by which the project is managed
• Projects are continually re-estimated throughout the life of the project so that an accurate
budget and timeline may be forecasted
• Progressive elaboration is a key concept used by the project manager to tighten estimates as the
project moves forward
• The project manager has authority. The PM can reject changes to scope and control the project
budget and timeline for the benefit of the customer
• The PM protects the project from unnecessary changes
• In the event that scope changes must be made, the PM will ensure that a thorough impact
assessment will be performed assessing changes to time, budget, resources, risks, quality, and
customer satisfaction
• Project managers spend 90% of their time communicating with stakeholders to ensure everyone
connected with the project knows what is going on
• Project managers proactively seek out additional risks, problems, and other changes to prevent
future problems with the project
• Project managers have a fundamental understanding of contract language
• Project managers ensure organizational policies are followed for the duration of the project
• When closing a project, the project manager archives all project records
• Projects are not considered complete until final acceptance has been received from the
customer and the PM releases resources upon project completion
©℗ 2009-2014 Richard Perrin – Evolutionten
:PMP® Examination Overview 1-7
Maintaining the PMP Certification
Maintaining the PMP Certification requires the credential holder to document 60 Professional
Development Units (PDUs) every three years. This can be accomplished in many ways, including, but not
limited to the following:
• Attend a PMI chapter meeting: 1.5 PDU
• Any PM training from a PMI Registered Education Provider (REP): 1 PDU per hour of training
• Any PM course offered by an accredited College or University: 1 PDU per hour of training
• Self study
• Speaking, lecturing or publishing articles on any aspect of project management
Consult the PMI website at www.pmi.org for a comprehensive listing.
CRITICAL NOTE:
Starting August 31, 2011, the exam section concerning Ethics and Professional and Social Responsibility
will no longer be tested as a separate entity apart from the five process groups, but will be subsumed
within each process group. This means that questions regarding ethics can appear in the Initiating,
Planning, Executing, Monitoring and Controlling and Closing process groups.
In Summary...
In this section we covered:
What types of questions to expect on the test
Study and test-taking tips
Requirements necessary to maintain certification
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-1
Chapter 2 : Project Life Cycle
and Organization
Project Management Defined
Organizational Influences and
Project Life Cycle
Section Objectives
• What Is a Project and What Is Project Management?
• The Project Management Life Cycle vs. the Project Life Cycle
• Portfolio Management, Program Management, Project Management, and Organizational
Project Management
• Project Management, Operations Management, and Organizational Strategy
• Business Value
• Organizational Influences on Project Management
• Project Stakeholders and Governance
• Project Team
• Project Lifecycle
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-2
Definition of Project Management
According to PMI, project management is:
• The application of knowledge, skills, tools, and techniques to project activities to meet project
requirements
• project management is accomplished through the appropriate application and integration of the
47 logically grouped project management processes comprising the five process groups
The five process groups are, in order:
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
Critical Note: Many organizations implementing the PMI Project framework in their organizations make
the mistake of thinking that the five process groups constitute project phases. They do not. According
to PMI: "The Process Groups are not project life cycle phases"
2
What Is a Project?
A Project:
o A time-scoped/time-boxed activity
o Has a beginning, middle and an end
o Creates a unique product, service or result
o A ‘progressive elaboration’
Operations:
o Endures for the lifetime of the product, process or service
o Can be incrementally improved or enhanced over operational lifetime
o Enhancements/improvement typically done as a series of smaller projects
2
PMBOK® Guide, 5th edition
, p 52
Skills
Knowledge
Tools &
Techniques
Project
Management
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-3
A project as defined by PMI states the following:
"A Project is a temporary endeavor undertaken to create a unique product, service, or result."
The project is completed when the objectives have been reached from the customer’s perspective,
when the project is terminated because its objectives cannot be met, or if the need for the project no
longer exists.
The term 'temporary' refers to the execution of the project and not to the product of the project, which
is usually created to deliver a lasting or sustained outcome. An example of this type of project would be
a national coast-to-coast railroad system or a national monument.
The term 'unique' means you are doing something that is without like or equal. This does not mean that
every aspect of the project is unique. A project may contain repeating elements such as processes or
infrastructural elements.
Operations endure for the lifetime of the product. Operations address assembly-line type processes that
are both predictable and repeatable. Many projects contain repeatable elements that resemble
operational processes.
Point of view is also very important to consider when identifying an operational process or a project. To
the customer the work effort may be a project, however to the performing organization the work effort
may be purely operational and something they do all the time.
There are distinct similarities between projects and operations:
1. Both are performed by individuals
2. Both are subject to constraints including resources, schedule, risk and others
3. Both are planned, executed and controlled
4. Both are designed to meet organizational and/or strategic objectives
The key differences between projects and operations:
1. The project ends at some point, whereas operations continues for the lifetime of the product
2. The project may contain a number of unknown, unpredictable elements, whereas operational
elements are both predictable and repeatable
Projects continually evaluate risk, whereas operational processes are usually designed to minimize or
eliminate risk. (Operational elements are both predictable and repeatable
Project Constraints
There can literally be hundreds of constraints on a project. Constraints are limiting factors that set up
boundaries for the project. These boundaries may be necessary for the successful completion of the
project, however sometimes boundaries and constraints may severely impact project optimization and
ultimately customer satisfaction.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-4
As of the printing of the PMBOK® Guide, 5th edition, PMI has abandoned the pure triple constraint
model from previous years (cost-schedule-scope) in favor of a more inclusive definition that focuses on
the following key constraints (PMBOK® Guide, 5th edition, p. 6):
• Scope
• Quality
• Schedule
• Budget
• Resources
• Risk
All of the constraints have an impact on customer satisfaction. The project manager is responsible for
balancing all the constraints on the project to drive the highest levels of customer satisfaction. Different
constraints may come into play at different times in the project, and each of these constraints needs to
be evaluated in terms of ultimate customer satisfaction and the needs of the project.
What Are Programs, Portfolios and Sub-Projects?
A Portfolio:
A portfolio is a collection of projects or programs and other work that are grouped
together to facilitate effective management of that work to meet strategic business
objectives.
The projects or programs in the portfolio may not necessarily be interdependent or
directly related
Customer
Satisfaction
Scope
Schedule
Budget
Resources
Quality
Risk
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-5
A Program:
A program is a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually
A Project:
A means of achieving the organization’s strategic plan
Progressively elaborated
A Subproject: Smaller portion of an overall project
A Program is a group of related projects. The purpose in managing a group of projects in this manner is
to derive economies of scale, decrease risk and potentially create synergies for improved resource
utilization, as well as reduce costs. Programs can also address administrative functions as well as
ongoing operational functions.
A Portfolio can include a combination of projects and programs designed to meet the strategic
objectives of the organization. The individual projects/programs may not be related to each other from
a management perspective. For example, a financial organization may have a portfolio of individual
products all relating to wealth building. It may have a different portfolio of products related to risk
avoidance/mitigation. Each of the products within these portfolios may have been created through the
execution of an individual project or a program. The portfolio helps to group these products in a
manner that makes marketing and sales of these products more efficient and comprehensible to the
organization’s customers.
Subprojects are created by subdividing a larger project into smaller, more manageable pieces or
components. This may be useful if the project follows a phase-gate approach to execution in which
specific subprojects are completed within each project phase.
Project 1 Project 2 Project 3 Project 4
Program 1
Sub – projects
>>>
Project 1 Project 2 Project 3 Project 4
Program 2
Sub – projects
>>>
P
O
R
T
F
O
L
I
O
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-6
Process Comparisons
The following diagram displays the differences between portfolios, programs and projects:
The PMO
The purpose of the PMO - Project Management Office - is to centralize the management of projects
across the organization. Typically the PMO will provide one or all of the following for a project:
• Methods and procedures, templates, methodologies and policies for managing projects
• Guidance and training to the organization on project management concepts, principles, and how
to manage projects within the organization
• A resource pool of project managers for various organizational initiatives
Depending on your organizational structure the PMO may play the following roles in your organization:
• Audit compliance with Project policies, standards, and procedures companywide
• Help to provide project resources
• Cancel projects
• Provide templates and standardized forms for project use
• Offer coaching, training and mentoring for project managers
• Serve as a centralized communications conduit for projects
• Manage dependencies between projects, programs, or portfolios
• Function as a stakeholder
From PMBOK
®
Guide, 5
th
edition
Scope
Change
Planning
Management
Success
Monitoring
PROJECTS
Projects have defined objectives.
Scope is progressively elaborated
Project managers expect change and
manage and control it.
PMs progressively elaborate high
level information into detailed plans
throughout the project lifecycle.
PMs manage the project team to
meet project objectives.
Success is measured by product and
project quality, timeliness, budget
compliance and customer
satisfaction.
PMs monitor and control the work
of producing the products.
PROGRAMS
Larger Scope. More Benefits
Program managers expect change
from inside/outside the program,
and manage and control it.
PgMs develop overall program plan
and high level plans; guide detail
planning at the component level.
PgMs manage program staff and
project managers. Provide vision and
overall leadership.
Success is measured by the degree
to which program satisfies needs for
which it was undertaken.
PgMs monitor program components
to insure goals, schedule, budget and
benefits are met.
PORTFOLIOS
Portfolios scope changes with the
strategic goals of the business.
Portfolio managers monitor changes
in the environment.
Portfolio managers create/maintain
processes for the aggregate
portfolio.
Portfolio managers manage or
coordinate portfolio management
staff.
Success is measured by the
aggregate performance of the
portfolio components.
Portfolio manager monitor aggregate
performance and value indicators..
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-7
Types of PMOs
Supportive: provides support in the form of on-demand expertise, templates, best practices,
access to information and expertise on other projects.
Controlling: requires that support be used. Requirements might include adoption of specific
methodologies, templates, forms, conformance to governance, and application of other PMO
controlled sets of rules.
Directive: "takes over" the projects by providing the project management experience and
resources to manage the project
PMI defines three types of PMO's for the organization; supportive, controlling, and directive, all briefly
defined above. The idea of the PMO is to integrate data and information from corporate strategic
project and evaluate how the high-level strategic objectives are being fulfilled. Thus, the PMO is a liaison
between the organization's portfolios, programs, projects and the corporate measurement system.
One of the key functions of the PMO is to support project managers which can include any or all of the
following:
• Managing shared resources across projects administered by the PMO
• Identifying/developing project management methodology, best practices, and standards
• Coaching mentoring, training, and oversight
• Monitoring compliance with project management standards, policies, procedures, and
templates via a project audit
• Developing/managing project policies, procedures, templates, and shared documentation
• Coordinating communication across projects
Project Management, Operations Management and Organizational Strategy
While operations management is outside the scope of formal project management, projects can
intersect with operations at various points in the product lifecycle, for example:
• At each closeout phase in the project
• Developing a new product, upgrading a product, or expanding outputs
• Improving operations of the product development process
• Until the end of the product lifecycle
Operational stakeholders may impact/be impacted by the project and are best included in the
stakeholder register, and their influence can be addressed as part of the risk management plan.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-8
Organizations and Project Management
Organizations utilize governance to establish strategic direction, guide the pursuits of the business and
align with business objectives. Therefore, if there is a change in the business environment, project
objectives need to be re-aligned.
While many organizations implement projects to achieve specific goals, there are some organizations
whose work is project-based. These organizations are known as PBO's or project based organizations.
The general characteristics of a PBO are outlined below:
• Can exist in functional, matrix, or projectized organizations
• Can diminish hierarchy and bureaucracy inside the organization because work is measured by
result rather than by position or politics
• PBO's can reference the entire company, a multi-firm consortium, or a network
The link between project management and organizational governance can be summarized in the
following statement; the project may be judged on the basis of how well the delivered product or
service supports organizational governance. Therefore it is critical that the project manager be
knowledgeable about organizational governance policies that relate to the product or service as well as
sustainability requirements as they relate to project deliverables.
Ultimately, the organizational strategy should provide guidance and direction to the project
management process. If the project manager observes that the goals of a project are in conflict with
established organizational strategy, it is the project manager's job to document and identify these
conflicts as early in the project lifecycle as possible
Business Value
PMI defines business value as the "entire value of the business; the total sum of all tangible and
intangible elements".
3
Therefore, successful business value realization is a combination of strategic
planning and effective management. Bridging the gap between organizational strategy and successful
business value realization requires the use of portfolio, program, and project management techniques:
• Portfolio management aligns projects programs and/or operations to the organizational strategy
• Program management aligns multiple project for optimize and/or integrated cost, schedule,
effort, and benefits
• Project management enables the organization to apply knowledge, processes, skills, and tools to
enhance the likelihood of success over a wide range of projects. Projects are means of achieving
organizational strategy and objectives
3
PMBOK Guide, 5th edition, p.41
©℗
2009
The Project Manager's Role
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•
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2009
-2014
Richard Perrin
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the organizational structure
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managers, impact the project manager's
Richard Perrin
–
The Project Manager's Role
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the organizational structure
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the project manager may report to a functional manager or an operations
manager. In other situations the project manager may report to a program manager or a portfolio
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What
the Project manager is able to accomplish while applying project
management knowledge
How the project manager behaves when performing project re
personal effectiveness of the project manager consists of personality characteristics, leadership
ability, problem solving skills
oject objectives and balancing p
Organizational Influences on Project Management
Different types of organizational structures will have a positive or negative effect on the effectiveness of
project management in your organization.
There are three fundamental organ
(Weak, Balanced, Strong)
The influence of functional organizations in which project resources report to line managers or senior
managers, impact the project manager's
Evolutionten
The Project Manager's Role
The project manager is assigned by the organization to achieve the project o
the project manager may report to a functional manager or an operations
manager. In other situations the project manager may report to a program manager or a portfolio
nterprise
-
wide projects and programs.
roject manager is responsible for applying the correct tools and techniques to ensure the
success of the project, effective project management requires that the project manager also possess the
What the project manager knows about project management
the Project manager is able to accomplish while applying project
How the project manager behaves when performing project re
personal effectiveness of the project manager consists of personality characteristics, leadership
ability, problem solving skills
, attitude, and the ability to guide the project team while achieving
oject objectives and balancing p
r
oject constraints
Organizational Influences on Project Management
Different types of organizational structures will have a positive or negative effect on the effectiveness of
project management in your organization.
There are three fundamental organ
izational structures that you need to know for the exam:
(Weak, Balanced, Strong)
The influence of functional organizations in which project resources report to line managers or senior
managers, impact the project manager's
ability to influence the successful execution of the project.
Evolutionten
: Project Life Cycle and Organization
The project manager is assigned by the organization to achieve the project o
the project manager may report to a functional manager or an operations
manager. In other situations the project manager may report to a program manager or a portfolio
wide projects and programs.
roject manager is responsible for applying the correct tools and techniques to ensure the
success of the project, effective project management requires that the project manager also possess the
What the project manager knows about project management
the Project manager is able to accomplish while applying project
How the project manager behaves when performing project re
personal effectiveness of the project manager consists of personality characteristics, leadership
, attitude, and the ability to guide the project team while achieving
oject constraints
Organizational Influences on Project Management
Different types of organizational structures will have a positive or negative effect on the effectiveness of
izational structures that you need to know for the exam:
The influence of functional organizations in which project resources report to line managers or senior
ability to influence the successful execution of the project.
: Project Life Cycle and Organization
The project manager is assigned by the organization to achieve the project o
the project manager may report to a functional manager or an operations
manager. In other situations the project manager may report to a program manager or a portfolio
wide projects and programs.
roject manager is responsible for applying the correct tools and techniques to ensure the
success of the project, effective project management requires that the project manager also possess the
What the project manager knows about project management
the Project manager is able to accomplish while applying project
How the project manager behaves when performing project re
personal effectiveness of the project manager consists of personality characteristics, leadership
, attitude, and the ability to guide the project team while achieving
Organizational Influences on Project Management
Different types of organizational structures will have a positive or negative effect on the effectiveness of
izational structures that you need to know for the exam:
The influence of functional organizations in which project resources report to line managers or senior
ability to influence the successful execution of the project.
: Project Life Cycle and Organization
The project manager is assigned by the organization to achieve the project o
bjectives. Depending upon
the project manager may report to a functional manager or an operations
manager. In other situations the project manager may report to a program manager or a portfolio
roject manager is responsible for applying the correct tools and techniques to ensure the
success of the project, effective project management requires that the project manager also possess the
What the project manager knows about project management
the Project manager is able to accomplish while applying project
How the project manager behaves when performing project re
lated activities. The
personal effectiveness of the project manager consists of personality characteristics, leadership
, attitude, and the ability to guide the project team while achieving
Different types of organizational structures will have a positive or negative effect on the effectiveness of
izational structures that you need to know for the exam:
The influence of functional organizations in which project resources report to line managers or senior
ability to influence the successful execution of the project.
2-
9
bjectives. Depending upon
the project manager may report to a functional manager or an operations
manager. In other situations the project manager may report to a program manager or a portfolio
roject manager is responsible for applying the correct tools and techniques to ensure the
success of the project, effective project management requires that the project manager also possess the
the Project manager is able to accomplish while applying project
lated activities. The
personal effectiveness of the project manager consists of personality characteristics, leadership
, attitude, and the ability to guide the project team while achieving
Different types of organizational structures will have a positive or negative effect on the effectiveness of
izational structures that you need to know for the exam:
The influence of functional organizations in which project resources report to line managers or senior
ability to influence the successful execution of the project.
9
bjectives. Depending upon
the project manager may report to a functional manager or an operations
roject manager is responsible for applying the correct tools and techniques to ensure the
success of the project, effective project management requires that the project manager also possess the
lated activities. The
personal effectiveness of the project manager consists of personality characteristics, leadership
, attitude, and the ability to guide the project team while achieving
Different types of organizational structures will have a positive or negative effect on the effectiveness of
The influence of functional organizations in which project resources report to line managers or senior
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-10
In a Projectized organization project manager has ultimate authority over time, schedule, resources, and
every other aspect of the project.
In a matrix organization project manager shares responsibility to a greater or lesser degree with line
managers or senior managers when it comes to managing project elements such as budget, timeline,
resource availability, communications and others.
An organization that uses a combination of organizational structures is called a "composite
organization".
Functional Organizations
Drawing based on PMBOK® Guide, 5th edition, p. 29
In this organization type, the project manager has little to no authority on the project. Usually the
project manager is part time and is often referenced as a 'project expediter' or 'project coordinator'. The
functional hierarchy is that all the team resources report to a functional or line manager. The project
manager has little or no input into performance reviews of the project team and frequently must
approach functional managers 'hat in hand' to make the best case they can for project resources.
Exam Tip:
Project ___________is an assistant that cannot make or enforce decisions
Project ___________have some decision making authority
Each of these designations can be found in a weak matrix organization as well
4
4
“
Weak matrices maintain many of the characteristics of a functional organization, and the project manager role is more of a
coordinator or expediter…” PMBOK® Guide, 5th edition p. 29
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-11
Functional Advantages and Disadvantages
• Advantages
o Clearly defined career paths
o Familiar structure
o Direct supervisor reporting structure
o Employees are experts
• Disadvantages
o Employee’s job difficult to change
o Much contention for resources and project priority
o Performance reviews and promotions are functional manager responsibility
o PM has little or no authority
o PM usually part time - no clearly defined career path for the PM
You'll notice from looking at the list above that with the functional approach to managing projects, the
disadvantages clearly outnumber the advantages.
As the project manager in this type of environment, ensure that you have a very clear understanding of
the structural hierarchy of the organization and that you work within the bounds of the tools that the
organization has left at your disposal (generally few to none).
The Matrixed Organization
The matrixed organization was developed in the 1970s to attempt to combine the advantages of both
the functional and the Projectized organization while minimizing the disadvantages. There are three
types of matrixed organizations that PMI has defined:
• Weak matrix. Similar to the functional organization in that project resources report directly to
functional managers
• Balanced matrix. With this organization type, project power and influence is shared between the
project manager and the functional manager
• Strong matrix. Here most of the project authority is similar to the projectized organization in that
the project manager has almost complete control of project resources, budget, timeline, quality, and
customer satisfaction
Exam Tip: you may see the term 'tight matrix' on an exam question. A tight matrix simply
means that the offices for the project team are co-located in the same room.
Matrixed Advantages and Disadvantages
• Advantages:
o Objectives remain visible
o Increased support from functional managers
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-12
o Increased control by project manager
o Improved flexibility
o Job remains after project is complete
o Multiple inputs on team members’ performance
• Disadvantages:
o Multiple bosses
o Adds complexity
o Additional policies and procedures are necessary
o Different priorities or objectives may exist
Notice that in a matrix environment, the advantages outnumber the disadvantages. As with the other
organizational types, you may be asked questions on the exam regarding the advantages and
disadvantages of working in one of the matrixed environments. Some graphical examples of matrix
organizations appear below (
Drawings based on PMBOK® Guide, 5th edition, pp. 23-24)
:
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-13
Projectized Organizations
The projectized organization is one that derives its primary income from delivering projects. In this organization,
the project manager has ultimate authority over the project, including the timeline, the budget, the resources, the
scope, the quality and, ultimately, customer satisfaction.
In this environment the project resources are dedicated 100% to working on projects and focused on the project at
hand. This approach is effective when the project is very high priority and requires the dedicated focus of everyone
on the team. Typically, very large and complex projects are executed in a projectized environment.
Projectized Advantages and Disadvantages
• Advantages:
o Dedicated project focus
o Project loyalty
o Efficient project organization
o Efficient project communication
• Disadvantages:
o Job is gone once project is complete
o Resources are siloed rather than shared
o Job functions and facilities can be duplicated
For the exam, the above outlined advantages and disadvantages need to be understood, as exam
questions may make oblique references to the Projectized (or any other) organization type.
Example:
You are a project manager in which you have ultimate authority over the project, including the budget,
the timeline, and the resources. While this dedicated focus serves the needs of the project, there may
be a disadvantage in approaching a project in this way. Which of the following would be the BIGGEST
disadvantage using this approach?
a. As the project manager, you get all the pressure
b. Line managers may not respect your authority
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-14
c. Your job may be gone once the project ends
d. Negotiating conflicting stakeholder needs is more difficult
A clear reading of the question describes a projectized organization type. Based on your understanding
of the Projectized organization, you also understand the disadvantages of executing a project in this
organizational environment.
Composite Organizations
The composite organization consists of elements of functional, matrix, and projectized organizations in
that a project can be approached using any one of the three aforementioned methods. Depending on
the complexity of the project, the organization may use all three approaches on the same project.
Since projects can include strategic, middle management, and operational levels, the project manager
may interact with all three levels depending on:
• Strategic importance of the project
• Ability of stakeholders to exert influence on the project
• Degree of project management maturity
• Project management systems
• Organizational communications
This interaction can determine project characteristics including; project managers level of authority,
resource availability, who controls the project budget, project manager's role, and project team
composition.
Chief Executive
Functional
Manager
Functional
Manager
Functional
Manager
Manager of
Project Managers
Staff
StaffStaffStaff
Staff StaffStaff
StaffStaff Project Manager
Project Manager
Project Manager
Project A Coordination
Project B Coordination
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-15
What Is Your Organizational Structure?
Drawing based on PMBOK® Guide, 5th edition, p. 22
The chart above summarizes the functional, matrix and projectized organizations.
Exam Tip: For the purposes of the exam assume that you are working in a strong matrix environment
unless the question explicitly (or implicitly) states otherwise.
For the exam, you would do well to commit the above chart to memory.
Organizational Process Assets
Organizational process assets include plans, processes, policies, procedures, and knowledge bases used
by the performing organization to execute projects. These assets can include formal plans, informal
plans, lessons learned, historical information, completed schedules risk data and earned value data.
Organizational process assets are inputs to most planning processes. By process group, organizational
process assets may include the following:
• Initiating and planning:
o Guidelines and criteria for tailoring organizational standard processes to project needs
o Internal organizational standards such as policies, product and project life cycles, and
quality policies and procedures
o Templates (E. G. Risk register, work breakdown structure, network diagrams, etc.)
• Executing, Monitoring and Controlling:
o Change control procedures, how standards, policies, plans and procedures will be
modified, and how changes will be approved and validated
o Financial controls
Functional
Weak Matrix
Balanced
Matrix
Strong
Matrix
Projectized
Project Manager’s
Authority
Little or
None Limited Low to
Moderate
Moderate to
High
High to
Almost Total
Resource
Availability
Little or
None Limited Low to
Moderate
Moderate to
High
High to
Almost Total
Who controls the
project budget
Functional
Manager
Functional
Manager Mixed Project
Manager
Project
Manager
Project Manager’s
Role
Part-time Part-time Full-time Full-time Full-time
Project
Management
Administrative Staff
Part-time Part-time Part-time Full-time Full-time
Project
characteristics
Organization
structure Matrixed Organizations
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-16
o Issue and defect management procedures
o Organizational communications requirements
o Prioritizing, approving, and issuing work authorizations
o Risk control procedures
o Standardized guidelines which can include work instructions, proposal evaluation
criteria, and performance measurement criteria
• Closing:
o Project closure guidelines or requirements
Exam Tip: all of the above can be contained in the corporate knowledge base
Enterprise Environmental Factors
Enterprise Environmental Factors (EEF) are a recurring input to over 20 of the processes primarily in the
Planning Process Group. These elements refer to conditions not under control of the project team that
influence, constrain or direct the project.Their influence may have a positive or negative effect on the
project's outcome. The key elements involving enterprise environmental factors include:
• Organizational culture and structure
• Government and industry standards
• Existing human resources
• Personnel administration
• Company work authorization system*
• Marketplace conditions
• Stakeholder risk tolerances
• Commercial databases
• ____– _____________________________________ e.g., an automated tool suite, such as a
scheduling software tool, a configuration management system, an information collection
and distribution system, or web interfaces to other online automated systems).
*Exam Tip: A work authorization system is designed to ensure that work is approved before it begins,
and to ensure the work is done at the right time and in the correct sequence. Use of a work
authorization system also helps to prevent scope creep as well as goldplating.
Understanding Stakeholder Needs
A stakeholder:
1. Anyone who is positively or negatively impacted by the project
2. Anyone who can exert influence over the project’s objectives and outcomes.
Typical key stakeholders can include, but are not limited to:
• Project manager
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-17
• Customer/user
• Performing organization
• Project team members
• Project management team
• Sponsor
• Functional/Senior Manager
• Operations
• Business partners
• Influencers
• PMO
• The public
To iterate, a project stakeholder is anyone who can be positively or negatively impacted by the results of
the project. As such, it is the job of the project manager to balance stakeholder needs while delivering
the project’s product. The project manager may have to deal with the following when addressing
stakeholder needs:
• Conflicting stakeholder needs or interests
• Stakeholder disagreement regarding the product of the project
• Different communication needs from stakeholder to stakeholder
• Varying levels of stakeholder influence
It is the project manager's responsibility to identify all potential stakeholders on a project and make sure
that they are treated as members of the project team. Failure to do so can sink your project late in the
game. Taking the effort to determine stakeholder likes, dislikes, hot buttons, critical needs and influence
can pay huge dividends for your project as it progresses.
Stakeholder identification is also a continuous process in that different stakeholders may be impacted at
various phases of the project. Testing resources will have more of an impact or influence later in your
project than they will near the beginning of your project when an initial high level design is being
created.
Project Governance
Project governance is an oversight function that encompasses the project lifecycle. It provides the
project manager and the project team with structure, processes, and decision-making models and tools
for managing the project. It includes a framework for making project decisions, defining roles and
responsibilities, and accountabilities for project success and determines the effectiveness of the project
manager. The PMO may play some decisive role in project governance, and the governance framework
may include any or all of the following elements:
• Deliverable acceptance criteria
• Escalation process for resolving issues during the project
• Relationship between the project team, organizational groups, and external stakeholders
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-18
• Project Org chart
• Processes for project communications
• Decision making processes for the project
• Aligning project governance and organizational strategy
• Project lifecycle approach
• Process for phase reviews
• Process for review and approval of project changes (I. E. Budget, scope, quality, schedule)
• Process for aligning internal stakeholders with Project process requirement
The Project Team
The project team includes the project manager and the resources who act together performing the work
of the project to achieve its objectives. The project team can include but is not limited to the following:
• Project Management Staff: team members to perform project management activities
• Project Staff: team members to carry out the work of the project
• Supporting Experts: subject matter experts needed to help develop or execute the project
management plan
• User or Customer Representatives: members who will accept deliverables or the product of the
project
• Sellers: contracted organizations that provide components or services for the project
• Business Partners or Business Partner Members: external companies that have a relationship
with the enterprise providing specialized skills or roles for the project
The composition of the project team will vary based on factors relating to organizational culture, scope,
or location. The relationship between the project manager and the team can vary depending on the
authority of the project manager; the project manager may be the team's line manager or may have
little or no direct organizational authority over the team members. Basic team compositions consist of
one of the following:
• Dedicated: team members are assigned to work full-time on the project.In this case the project
team is usually co-located and reports directly to the project manager
• Part-Time: team members are assigned to projects to accomplish temporary additional work. As
a result, the functional manager usually maintain control over the team members and the
resources allocated to the project. In this case, part-time team members may be assigned more
than one project at a time
Exam Tip: dedicated and part-time project team members can exist in any of the organizational
structures: functional, matrix, projectized, or composite.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-19
The Project Life Cycle
• “The project life cycle can be determined or shaped by the unique aspects of the
organization...While every project has a definite stat and a definite end, the specific
deliverables and activities...will vary widely with the project”
5
• The phases of a software project life cycle will differ from a construction project life cycle or
a pharmaceutical drug development life cycle
Project life cycles are as unique as the industries they serve. Projects are generally broken into phases
which are used to control project execution and ensure its success. Within an organization it is not
uncommon to find established policies that standardize projects around a specific methodology or
project approach. Other organizations may allow the project team to organize around the most
appropriate approach for their individual project. Regardless of the approach taken by the organization
there is no standard project life cycle that fits all organizations. It is truly a case of 'one size fits none'.
Organizational governance across the project life cycle must provide a consistent method for controlling
the project and ensuring success. The phase structure provides a formal basis for such control. At the
completion of each phase, a management review or 'decision gate' is executed to determine whether
the project can continue, needs further adjustments, or should be canceled.
Thus a phase-end review can achieve two goals for the project:
• Authorization to close the current project phase
• Authorization to initiate the subsequent project phase
Implementing a project phase structure in a project can deliver the following benefits:
• Breaking down the work into smaller chunks enables more accurate budget and timeline
estimates
• A phase structure can help prevent scope creep
•
Phase-to-Phase Relationships
As of this writing, PMI has elaborated two fundamental phase-to-phase relationships are contained
within the project life cycle. These phases are described as follows:
• Sequential Relationship. This describes the traditional finish-to-start relationship. Phase 1 must
be completed before phase 2 can begin. Traditional construction projects frequently use the
sequential phase relationship when constructing a house or an office building.
• Overlapping Relationship. In this case, a subsequent phase can begin before the previous phase
has completed. Stated differently, phase 2 can start before phase 1 is done. This technique
allows for schedule compression called fast tracking, and overall reduction of the timeline of the
project. This approach can increase risk and rework - interdependencies between the phases
must be managed diligently to avoid risk and rework.
5
PMBOK® Guide, 5th edition. P. 38
©℗
2009
Grap
hic representations of the two
Sequential:
Overlapping:
Project Lifecycle Concepts
PMI has identified three distinct lifecycle concepts in the fifth edition of the PMBOK
•
Predictive
•
Iterative
•
Adaptive
A description of each type follows below.
Predictive
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
early in the project lifecycle as possibl
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
work in each phase is different in preceding or subsequent phases, therefore, the skil
the project team may vary from phase to phase. The following graphic represents a typical waterfall
implementation:
Activity 1
2009
-2014
Richard Perrin
hic representations of the two
Sequential:
Overlapping:
Project Lifecycle Concepts
PMI has identified three distinct lifecycle concepts in the fifth edition of the PMBOK
Predictive
Iterative
Adaptive
A description of each type follows below.
Predictive
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
early in the project lifecycle as possibl
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
work in each phase is different in preceding or subsequent phases, therefore, the skil
the project team may vary from phase to phase. The following graphic represents a typical waterfall
implementation:
Activity 1
Activity 1
Activity 2
Activity 3
Richard Perrin
–
hic representations of the two
Sequential:
Overlapping:
Project Lifecycle Concepts
PMI has identified three distinct lifecycle concepts in the fifth edition of the PMBOK
A description of each type follows below.
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
early in the project lifecycle as possibl
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
work in each phase is different in preceding or subsequent phases, therefore, the skil
the project team may vary from phase to phase. The following graphic represents a typical waterfall
Activity 3
Evolutionten
hic representations of the two
types are sho
PMI has identified three distinct lifecycle concepts in the fifth edition of the PMBOK
A description of each type follows below.
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
early in the project lifecycle as possibl
e. As a result the project can proceed to a series of sequential or
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
work in each phase is different in preceding or subsequent phases, therefore, the skil
the project team may vary from phase to phase. The following graphic represents a typical waterfall
Activity 2
Evolutionten
: Project Life Cycle and Organizatio
types are sho
wn below:
PMI has identified three distinct lifecycle concepts in the fifth edition of the PMBOK
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
e. As a result the project can proceed to a series of sequential or
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
work in each phase is different in preceding or subsequent phases, therefore, the skil
the project team may vary from phase to phase. The following graphic represents a typical waterfall
Activity 2
: Project Life Cycle and Organizatio
PMI has identified three distinct lifecycle concepts in the fifth edition of the PMBOK
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
e. As a result the project can proceed to a series of sequential or
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
work in each phase is different in preceding or subsequent phases, therefore, the skil
the project team may vary from phase to phase. The following graphic represents a typical waterfall
Activity 3
: Project Life Cycle and Organizatio
n
PMI has identified three distinct lifecycle concepts in the fifth edition of the PMBOK
Guide
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
e. As a result the project can proceed to a series of sequential or
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
work in each phase is different in preceding or subsequent phases, therefore, the skil
l sets required of
the project team may vary from phase to phase. The following graphic represents a typical waterfall
Activity 3
2-
20
Guide
®:
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
e. As a result the project can proceed to a series of sequential or
overlapping phases with each phase focusing on delivering a subset of the project's deliverables.
The
l sets required of
the project team may vary from phase to phase. The following graphic represents a typical waterfall
20
A predictive lifecycle is also known as a 'plan driven' or 'waterfall' approach to delivering the scope of
the project. In this approach, the scope, time, and cost required to deliver that scope are determined as
e. As a result the project can proceed to a series of sequential or
The
l sets required of
the project team may vary from phase to phase. The following graphic represents a typical waterfall
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-21
Iterative
With an iterative or incremental lifecycle, project phases are intentionally repeated as the team's
understanding of the product increases. The product is developed through a series of repeated cycles
while the product incrementally grows at the completion of each iteration. Each iteration incrementally
builds on the deliverables from the previous iterations until the exit criteria for the project are met. As a
result, the work required for a given set of deliverables may vary in duration and effort. This approach is
similar to PMI's concept of rolling wave planning: the immediate work for the current iteration is highly
detailed, whereas work plans for an iteration several increments into the future may only be developed
at a high level.
Adaptive
The adaptive lifecycle, also known as 'change driven' or 'agile' is designed to address high levels of
change, risk, and/or uncertainty in a project. Agile projects are also incremental and iterative, but with
the singular difference that the iterations are generally very short term; usually 2 to 4 weeks. Once a
Project iteration length is selected for a project it remains consistent throughout the project. The overall
scope of the work is decomposed into an element called a product backlog. The product owner, or
business representative, collaborates with the performing organization to prioritize the product backlog
and is ultimately responsible for deciding what gets developed and in what sequence.
In an adaptive cycle, the project team delivers an increment of the product to production standards,
also known as a 'potentially shippable product increment' which is submitted to the customer for review
and acceptance. Incomplete or defective features are not accepted for signoff at an iteration-end
review.
One of the most effective agile methods currently used in the project management space is known as
Scrum, a graphic of which appears below:
Analysis
Requirements
Design
Construction
Test
Deploy
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-22
The Project Life cycle Versus the Project Management Life cycle
Adaptive: Agile or
change-driven
Iterative and incremental,
but iterations are very
rapid: 2-4 weeks
At the end of each
iteration, the product,
including all new features
must be ready for release.
An example is Scrum:
2-4 weeks
24 HOURS
15 min. Daily meeting: Standup
Team members deliver status to the team:
A. What did you do yesterday?
B. What will you do today?
C. Do you have anyobstacles
Potentially
Shippable
Product
Increment
24 h Scrum
Backlog
Items
expanded by
team
Sprint Backlog
Features
assigned to
sprint
ProductBacklog
Prioritized product features desired by Product
Owner (client/customer)
©℗
2009
The example shown above does not need to be memorized. It demonstrates the difference between a specific
project lifecycle
the five process groups.
The
distinction between the
1.
The project
similarities between project
construction project, a software project, an energy project, an airline project, a pharmaceutical project,
etc. T
2. T
he
•
•
•
•
•
The five process groups are applied to each phase in the project.
or phase structure you may use for your project, the five project management process groups will be executed
within each phase of your p
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Defining the Product Life Cycle
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2009
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Richard Perrin
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project lifecycle
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development
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planning, executing, moni
Defining the Product Life Cycle
Endures for the life of the product
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project
may have been implemented to create to product
Many smaller projects may be implemented to incrementally improve the product
Richard Perrin
–
The example shown above does not need to be memorized. It demonstrates the difference between a specific
and the processes contained
distinction between the
project management
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similarities between project
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PMBOK® Guide
initiate
a phase,
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improve, what puzzles us, etc. This lessons
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we execute the process groups defined in the project management
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toring and controlling, and closing.
Defining the Product Life Cycle
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may have been implemented to create to product
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Evolutionten
The example shown above does not need to be memorized. It demonstrates the difference between a specific
and the processes contained
in the Project Management Lifecycle. The IPECC acronym represents
project management
life cycle
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Many smaller projects may be implemented to incrementally improve the product
Evolutionten
: Project Life Cycle and Organization
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in the Project Management Lifecycle. The IPECC acronym represents
life cycle
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5th edition
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41, 43
the work of the phase,
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phase includes a process called ‘lessons learned’ in which we identify what's working, what's not working, where
learned process is applied at the completion of every phase of
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life cycle
. Notice that for each phase of the software
we execute the process groups defined in the project management
toring and controlling, and closing.
may have been implemented to create to product
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: Project Life Cycle and Organization
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in the Project Management Lifecycle. The IPECC acronym represents
versus the
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41, 43
).
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learned process is applied at the completion of every phase of
. Notice that for each phase of the software
we execute the process groups defined in the project management
may have been implemented to create to product
Many smaller projects may be implemented to incrementally improve the product
: Project Life Cycle and Organization
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in the Project Management Lifecycle. The IPECC acronym represents
life cycle
is this:
d industry. While there may be
ces between a project
construction project, a software project, an energy project, an airline project, a pharmaceutical project,
s may vary industry to industry,
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phase includes a process called ‘lessons learned’ in which we identify what's working, what's not working, where
learned process is applied at the completion of every phase of
. Notice that for each phase of the software
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life cycle
Many smaller projects may be implemented to incrementally improve the product
2-
23
The example shown above does not need to be memorized. It demonstrates the difference between a specific
in the Project Management Lifecycle. The IPECC acronym represents
d industry. While there may be
ces between a project
life cycle
for a
construction project, a software project, an energy project, an airline project, a pharmaceutical project,
s may vary industry to industry,
is immutable and always consists of the following five process groups:
This means that no matter what project
life cycle
or phase structure you may use for your project, the five project management process groups will be executed
the work of the phase,
monitor and
he project
. Closing a
phase includes a process called ‘lessons learned’ in which we identify what's working, what's not working, where
learned process is applied at the completion of every phase of
. Notice that for each phase of the software
life cycle
: initiating,
Many smaller projects may be implemented to incrementally improve the product
23
The example shown above does not need to be memorized. It demonstrates the difference between a specific
in the Project Management Lifecycle. The IPECC acronym represents
for a
construction project, a software project, an energy project, an airline project, a pharmaceutical project,
is immutable and always consists of the following five process groups:
life cycle
or phase structure you may use for your project, the five project management process groups will be executed
monitor and
. Closing a
phase includes a process called ‘lessons learned’ in which we identify what's working, what's not working, where
learned process is applied at the completion of every phase of
. Notice that for each phase of the software
: initiating,
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-24
The product is what is created as a result of executing a project. When we talk about project
management what we are talking about is the work that is being done in the project to produce and
deliver the product of the project.
While your project may have taken two years to deliver its product, the product may have a much
longer lifetime. As the product grows and matures, a series of smaller projects may be implemented to
enhance, improve or change the product over time. Each of these smaller projects is in support of the
product and ensuring its longevity in the marketplace.
However, just as a product may have been an ideal solution at one fixed point in time, the need for the
product may have deteriorated significantly over the years. The Ford Model-T was at one point, an
optimal solution for a specific transportation problem. Today the model-T is considered a quaint antique
compared to the vehicles available today. The wood-burning/coal-burning locomotive at one point was
an optimal solution for railroad transportation. Today, the use of diesel and electric engines
hasrendered the wood-burning/coal-burning locomotive obsolete.
Defining the product life cycle is important because from a strategic perspective, the organization must
determine when it is of no use to the organization to utilize resources and funds to improve a product
that is essentially at the end of its lifetime.
We will address stakeholder management more completely in the Stakeholder Management chapter.
MBO, OPM3™ and Progressive Elaboration
Management by Objectives (MBO) is a term that was first introduced by Peter Drucker in his 1954 book
'The Practice of Management'.
Exam Tip: MBO will only work if it is supported by management.
OPM3™- the Organizational Project Management Maturity Model. The model was based on the
Software Engineering Institute's Capability Maturity Model Integration (CMMI) for software. OPM3™
helps organizations determine their level of maturity in project management.
Progressive Elaboration - this concept is key to the entire PMI framework. It fundamentally states that
you cannot come up with a definitive estimate for timeline and budget at the very start of a project.
Why? The reason is that there are many unknowns and very little analysis has been done at the
beginning of the project. As the project team dives into the analysis, consults with subject matter
experts, and begins to define the details of the project - only then can more accurate estimates be
created.
The greater the number of the unknowns that exist in a project, the more a progressive elaboration is
required to ensure project success.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-25
Section Review:
Definition of PM terms, such as project, PMO, stakeholder, project life cycle,
product life cycle, project management life cycle, project management system
The role of the project manager
Definition of project constraints
Project phase concepts
Advantages and disadvantages of different organizational structures
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-26
Chapter Two Memory Check
1. A project is __________, ___________ and delivers a _______, __________or _______
2. Three key constraints on a project are ______, ______, and _________ as well as quality,
resources and risk
3. Three key characteristics of the project manager include; _________, __________, and
________ effectiveness
4. A ____________is a group of related projects. A __________can be a collection of projects,
programs or sub-projects
5. A _______centralizes and co-ordinates the management of portfolios, programs and projects
6. The ________ life cycle deals with the work done to accomplish the goals of the project, while
the ____________ life cycle deals with the lifetime of the deliverable(s)
7. The three categories of multi-phase project types are; ___________, __________, and
__________
8. A stakeholder is anyone who is ____________ or ____________ impacted by the project
9. The four basic organizational types are; __________, __________,______________ and
____________
10. The term used to describe the process of delivering more accurate estimates for time and
budget as the project progresses is called ________________________
11. Clearly defined career paths and little PM authority describe an advantage and a disadvantage
of a __________organization
12. Project loyalty and the possibility of not having a job after the project completes describes an
advantage and a disadvantage of a ____________organization
13. Increased PM control and multiple bosses describes an advantage and a disadvantage of a
_______________organization
14. A project ___________ has very little decision making authority on a project, whereas the
project __________ has some decision making authority
15. The three types of matrixed organizations are referred to as: __________ matrix, __________
matrix and _________ matrix
16. The three type of project lifecycles defined by PMI are _________________, _____________
and _____________________
17. Three types of PMOs defined by PMI are ______________, ___________________ and
_____________________
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-27
Chapter 2 Test
1. The five process groups of the Project Management Life cycle are, in order:
a. Initiating, Executing, Planning, Monitor and Control, Closing
b. Initiating, Analyzing, Designing, Executing, Closing
c. Initiating, Planning, Executing, Monitoring and Controlling, Closing
d. Initiating, Planning, Monitoring and Controlling, Validating, Closing
2. You have just started a new position as a project manager with your new company. Upon starting your
job you are informed by the line manager that all budgetary decisions rest with her and that all key
project decisions will be her responsibility as well. Most likely, PMI would say you are functioning as a
______________?
a. Resource coordinator
b. Project manager
c. Functional expediter
d. Project coordinator
3. The project manager that you just hired said that she came from a Projectized organization prior to
working for your company. Your VP just asked you what that means in terms of her level of authority.
You responded:
a. she had responsibility for the project but not for the budget
b. she had little responsibility for the project or the budget
c. she split the project and budget responsibilities with the functional manager
d. she was responsible for the budget and the project almost 100%
4. The company you are working for has decided to adopt Scrum as a project management method. You've
never heard of Scrum before but decide to do some research and discover that Scrum is an agile method.
What kind of project phase method is being adopted here?
a. Iterative
b. Sequential
c. Overlapping
d. Phase-neutral
5. Two junior project managers who are working on the same project are having a heated discussion(an
argument) on the difference between the project management life cycle and the project life cycle. The
first project manager is saying there is essentially no difference between the two while the second project
manager is saying that there is a significant difference between the two. While this debate is occurring, a
senior vice president from your division interrupts the two and asks them the following question: "When
the project is completed what is the expected lifetime of the deliverable?" Essentially, what is the vice
president asking them?
a. He is asking about the status of the project life cycle
b. He is asking about the status of the project management life cycle
c. He is asking about the status of the product
d. He is trying to determine if they understand life cycle costing
6. What is the BEST definition for a project manager's role on the project?
a. Take instruction and direction from functional managers
b. Assigned by the organization to achieve project objectives
c. Balance stakeholder interests on the project
d. Effectively manage the project team while also being an expert technical resource
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-28
7. Your project team has been assigned to work full-time on your current project. In terms of project team
composition, this is best described as a _______________________ project team.
a. Projectized
b. Composite
c. Focused
d. Dedicated
8. You have just gotten a new job within an organization that can't spell ‘project management’ much less
figure out how to run a project. Their project management process has been described by some in the
organization as an 'adrenaline pounding thrill-ride usually resulting in a train wreck'. At your project
kickoff meeting a number of the team members have expressed dismay at how the last project was
managed and ask if this one will be just like the last one. In terms of the project approach, what is the
BEST response you can offer?
a. As the project manager, you will protect the team from executive interference
b. You will take a life-cycle approach to managing the project
c. You will ask the project team for a list of difficult stakeholders so that you can defuse problems
before they begin.
d. Your project management approach is calm, cool, and collected
9. The Director of Product Development and the chief engineer of the company have decided to add scope
to the project you are managing. They have completed the necessary paperwork, received the required
sign-offs and have told you to simply get it done. In this instance you are probably:
a. In a strong matrix environment
b. Project administrator
c. Working a balanced matrix function
d. Project expediter
10. The project team has been arguing about what should go into the project management plan. They've built
the same product over a hundred times before and have always been bothered that the project
management plan never seemed to get completed. They were determined to get it done right this time.
The team has come to you for advice regarding the project management plan. The most appropriate
response you can give them is:
a. Use project phase concepts ; initiate, plan, execute, monitor & control, and close
b. They need training in project management
c. The ‘project’ is really operations
d. Tell them to take direction from the PMO
11. Management by Objectives is most successful when:
a. The organization's executives stay out of the way of the project team
b. Management delegates the work of the organization to the most senior project managers
c. You were managing projects in the 1950s. Technique is rarely used now
d. It is supported by upper management
12. The portfolio manager from your division thought it might be helpful to the project teams if she delivered
a short presentation on the elements in her portfolio. A number of team members, after receiving the e-
mail announcement for the presentation, come to you and ask if this meeting is worth their time. After all
isn’t a portfolio just a big project? As a Senior Project manager your best response would be:
a. You’re right. The meeting probably would be a waste of your time
b. Not really. A portfolio is a group of related projects managed together to achieve synergies
between the projects and establish common methods and procedures.
c. Not really. A portfolio can be a group of programs, projects, or sub-projects designed to help the
organization meet specific business goals
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-29
d. Not really. A portfolio is a collection of documents, methods, and procedures that help us
manage projects
13. The executives are debating about whether to implement a PMO for their organization. One of the
executives thinks that PMO means 'project management overhead' while others are wondering about the
actual value it will bring to the organization. As a senior project manager, they bring you in to the meeting
on a consultative basis to help them get their hands around what value the PMO brings the organization.
All of the following answers are correct except:
a. The PMO serves as a disciplinary organization for project managers
b. The PMO helps the organization align its projects around strategic organizational objectives
c. The PMO provides the organization with project management standards, methods, and
procedures
d. The PMO helps to mentor and train project managers within the organization
14. All of the statements about the project life cycle are true except which of the following:
a. The project life cycle consists of five distinct phases
b. The project life cycle is different for every organization
c. The project life cycle works with the project management life cycle to help meet project
objectives
d. The project life cycle can be modified depending on the needs of the project
15. You have contracted a third-party to install five rack-mounts and the server gear at your new data center
for your new web service, which is designed to handle 50,000 simultaneous users. The performing
organization stated you could have a custom-designed system and sit down with an architect to do that,
however, they have a catalog of 10 systems that they can build from the simplest to the most complex. If
you want to pick something from the catalog, the configuration is well known and well understood, and
their installation time can literally be cut in half, saving you considerable funds. You selected one of the
10 catalog systems because there was one that coincided with your needs to a 99% level. You also
assigned a senior project manager from your organization to coordinate all activities with the vendor for
installation. A week later you hear the project manager having a heated discussion with one of the junior
project managers about whether this installation constitutes a project or operations. The junior project
manager maintains that the installation is time bound and delivers a unique product process or result and
by definition, is a project. The Senior Project manager counters with the following argument: it is
fundamentally operations because the performing organization does this all the time. The configuration
selected came out of a catalog which means that the installation is a repetitive, predictable, and
repeatable process which is why they could do it on such a narrow fixed-price basis. What is the best
response you could give to the junior and senior project manager?
a. The Junior Project manager is correct: this is a project
b. TheSenior Project manager is correct: this is operations
c. This is a project that has elements of operations
d. It really depends upon from whose point of view the question is being asked
16. All of the following reasons elaborate why is it important for the project manager to consider stakeholder
influence on a project, except for which of the following?
a. The negatively impacted stakeholder can create significant road blocks for your project
b. All the stakeholders control your budget
c. Stakeholders may supply technical expertise or resources to your project
d. Stakeholders provide many of the key requirements that need to be fulfilled for the successful
completion of the project
17. The organization wants you to manage a project with a very aggressive timeline. You have done an initial
assessment of the statement of work, the timeline, resource availability, and the budget. Based on this
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-30
information you have reported back to senior management at their aggressive timeline is a fiction and it
will be impossible to meet given the scope of work. Senior management then asks you what the most
effective project phase approach would be employed to compress the timeline given that the project is
fraught with many uncertainties, risks and is something that the organization has never tried before. The
most likely response you would give to address this situation is:
a. You recommend the overlapping phase approach. This would allow work on a subsequent phase
to start before the predecessor phase had completed
b. You recommend an iterative approach. It helps reduce complexity and is useful when partial
delivery of a product is beneficial to the stakeholders
c. You recommend the inverse-evolutionary phase approach. Since his project sounds more like an
R&D project you have no idea what the real scope is or when you will be done. Innovation
cannot be timed on a punch clock
d. You recommend the adaptive phase approach. It addresses high-change, high-risk, high
uncertainty projects effectively
18. Several junior programmers ask you about the difference between the product life cycleand the project
life cycle. The best answer that you can give them in describing the difference between the two is:
a. The product life cycle and the project life cycle coincide - the difference is that the product life
cycle has to do with the product created whereas the project life cycle has to do with the work
needed to create the product
b. The product life cycle addresses the entire life time of the product, whereas the project life cycle
is to work needed to create the product
c. The product life cycle addresses the time that is needed to initially create the first iteration of the
product, whereas the project life cycle endures for the lifetime of the product
d. The real answer addresses the sequence of the two: product life cycle completes before project
life cycle begins
19. You have just collected project information from stakeholders and are analyzing their input with the
project team. One stakeholder is worried about whether the organization has the proper skill sets in-
house to deliver the product of the project. This can be best described in project management terms as:
a. A constraint
b. A potential risk
c. An issue
d. A and C
20. You are the program manager for a large multimillion dollar program managing 10 projects, each with a
project manager. Because of the varying complexity of the projects, there are at least three different
project life cycle types are being used across the 10 projects. Some of the project managers are discussing
whether the project management life cycle needs to change to adjust to different project life cycles. The
most correct answer that you can give them is:
a. The project management life cycle is applied to every project phase
b. The project management life cycle may change depending on the specific project life cycle being
employed
c. There is no difference between the project management life cycle and the project life cycle
d. The project management life cycle changes for each project
21. All of the following are project lifecycle approaches with the exception of ____________.
a. Iterative
b. Linear
c. Predictive
d. Adaptive
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-31
22. The project manager must be knowledgeable about organizational governance policies that relate to the
product or service as well as sustainability requirements as they relate to project _________________.
a. Risk
b. Constraints
c. Planning
d. Deliverables
23. Projects can intersect with operations at various points in the ________________ lifecycle.
a. Project
b. Product
c. Project management
d. Process development
24. You are working in an organization in which the PMO offers consulting services to projects. This type of
PMO is best described as:
a. Supportive
b. Directing
c. Controlling
d. Consultive
25. Project governance is an oversight function that aligns with organizational governance practices. As such,
the governance framework provides the project manager and the team with structure, processes,
decision-making models and tools for managing the project. What is the PMO's role in project
governance?
a. The PMO has no role in project governance
b. The PMO may have some role in project governance
c. The PMO may play a decisive role in project governance
d. The PMO plays a distinct leadership role in project governance
26. If the goals of a project conflict with the organization's business strategy, whose responsibility is it to
identify these conflicts?
a. Project manager
b. Sponsor
c. Program manager
d. Portfolio manager
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Life Cycle and Organization 2-32
Chapter 2 Test Answers
1. C –Initiating, Planning, Executing, Monitoring and Controlling, Closing. PMBOK® Guide, 5th edition, p 39.
2. D – Project coordinators have minimal decision authority on projects. Thus by PMI's definition of a PM,
(you are authorized to commit resources and spend money) you are not an actual project manager. A
resource coordinator is an HR function and' functional expediter' is a made-up term
3. D – High to almost total control on a project identifies a projectized organization
4. A – Scrum is in agile method that utilizes the iterative approach to development
5. C – The first part of the question is a red herring. The VP is asking about the lifetime of the deliverable i.e.
the product. This is a question about the product status.
6. B – The key job of the project manager is to meet the organization's project objectives
7. D – this is the definition of a dedicated project team. Projectized and composite describe organizational
structures. Focused is a made-up term. PMBOK® Guide, 5th edition, p. 37
8. B – Taking a life cycle approach to the project is the best answer you can give. Answers A and C might be
tactics you employ while managing the project. Answer D is meaningless
9. D – The director and the chief and an engineer have all the responsibility, therefore you are just a project
expediter
10. C - Since the project team has done the same thing a hundred times before, this is an assembly line
process, which makes it operations
11. D – This is the only possible answer, PMP® Exam Prep p 2-22
12. C – A portfolio can be a group of projects, programs, subprojects, or any combination of the previous.
PMBOK® Guide, 5th edition, p 9
13. A – The PMO does not discipline project managers. Insubordination and other similar issues are the
province of human resources, functional managers and senior management
14. A – The project life cycle changes for every organization. The project managementlife cycle consists of five
distinct process groups. PMBOK® Guide, 5th edition, pp48-49
15. D - That was like reading War and Peace wasn't it? Sometimes you get long-winded questions on the
exam. Point of view is the most important element in this question; to the customer it is a project,
however to the performing organization it is operations (it's an assembly line process)
16. B – If all the stakeholders control your budget, you're in trouble. Fundingprimarily comes from the
sponsor/ senior management, who can be a potential stakeholder. PMBOK® Guide, 5th edition, p. 54
17. D - The project as described - a high-risk, high uncertainty project - is best addressed with an adaptive
phase approach. PMBOK® Guide, 5th edition, p.46
18. B – Product lifecycle addresses the lifetime of the product; project life cycle is to work needed to create
the product. PMBOK® Guide, 5th edition, pp 18-21
19. D – This is not exactly a trick question, but it's close. The scenario described is not only a constraint (no
internal headcount with the skillset), but it is also an issue (if I need additional headcount, how do I go
about obtaining it?)
20. A - The project management life cycle is applied to every phase of your project life cycle regardless what
that project life cycle looks like. PMBOK® Guide, 5th edition, pp 18-21
21. B - Linear is not a project lifecycle defined by PMI.PMBOK® Guide, 5th edition, pp 44-46
22. D - Deliverables is the correct answer. PMBOK® Guide, 5th edition, p.15
23. B - Product lifecycle. PMBOK® Guide, 5th edition, p.12
24. A - the scenario describes a supportive PMO. PMBOK® Guide, 5th edition, p.11
25. C - the PMO may play a decisive role in project governance. PMBOK® Guide, 5th edition, p. 34
26. A - the project manager identifies and documents these conflicts. PMBOK® Guide, 5th edition, p. 15
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
Knowledge Areas
3-2
Chapter 3 Project Management
Processes and Knowledge
Areas
Topics Covered:
Project Management Processes
Project Management Process Groups
Process Interactions
Project Management Process Mapping
Section Objectives
Identify the five stages of the PM life cycle
List and define the 10 PMI knowledge areas
Explain the processes and characteristics within each process group
Elaborate the PMBOK® Guide, 5th edition1) inputs, 2) tools and techniques, and 3) outputs are.
What you need to know about them to pass the exam
Map the 47 major processes by knowledge area
©℗
2009
Knowledge Areas
The Project Management Process Groups
The five process groups are based on a variant of the Shewhart
The Shewhart
all manufactured product or business processes.
Shewhart
•
The initiating process is basically the entry point
•
The closing process is basically the exit point from the cycle
•
The plan
6
PMBOK® Guide
ACT
2009
-2014
Richard Perrin
Knowledge Areas
The Project Management Process Groups
The five process groups are based on a variant of the Shewhart
Notice that the Planning and Executing Processes are iterative
The Shewhart
-Dem
ing plan
all manufactured product or business processes.
Shewhart
-
Deming cycle:
The initiating process is basically the entry point
The closing process is basically the exit point from the cycle
The plan
-do-
check
PMBOK® Guide
,5th edition, p 50
PLAN
CHECK
ACT
Richard Perrin
–
The Project Management Process Groups
The five process groups are based on a variant of the Shewhart
Notice that the Planning and Executing Processes are iterative
ing plan
-do-
check
all manufactured product or business processes.
Deming cycle:
The initiating process is basically the entry point
The closing process is basically the exit point from the cycle
check
-
act iteration maps in the following manner to the IPECC cycle:
,5th edition, p 50
DO
CHECK
Evolutionten
The Project Management Process Groups
The five process groups are based on a variant of the Shewhart
Notice that the Planning and Executing Processes are iterative
check
-
act cycle is the fundamental basis of incremental improvement for
all manufactured product or business processes.
The initiating process is basically the entry point
The closing process is basically the exit point from the cycle
act iteration maps in the following manner to the IPECC cycle:
Initiate Phase/
Project
Evolutionten
Project Management Processes and
The Project Management Process Groups
The five process groups are based on a variant of the Shewhart
Notice that the Planning and Executing Processes are iterative
act cycle is the fundamental basis of incremental improvement for
all manufactured product or business processes.
The IPECC
process is basically a variant on the
The initiating process is basically the entry point
into the cycle
The closing process is basically the exit point from the cycle
act iteration maps in the following manner to the IPECC cycle:
Monitoring and Controlling
Initiate Phase/
Project Management Processes and
The five process groups are based on a variant of the Shewhart
-
Deming Plan
Notice that the Planning and Executing Processes are iterative
act cycle is the fundamental basis of incremental improvement for
process is basically a variant on the
into the cycle
The closing process is basically the exit point from the cycle
act iteration maps in the following manner to the IPECC cycle:
Planning
Processes
Executing
Processes
Monitoring and Controlling
Project Management Processes and
Deming Plan
-Do-
Check
Notice that the Planning and Executing Processes are iterative
6
act cycle is the fundamental basis of incremental improvement for
process is basically a variant on the
act iteration maps in the following manner to the IPECC cycle:
Close Phase/
Project
Project Management Processes and
3-
3
Check
-Act Cycle:
act cycle is the fundamental basis of incremental improvement for
process is basically a variant on the
act iteration maps in the following manner to the IPECC cycle:
Close Phase/
3
act cycle is the fundamental basis of incremental improvement for
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
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Based on the PMBOK® Guide,5th edition, p 40
A key point to understand in the IPECC cycle is that Planning and Executing processes are iterative.
Notice also that monitoring and controlling processes are an 'umbrella’ type of process, in that all the
other processes within the IPECC cycle are in some way monitored and controlled. We are constantly
checking the results of our work and making actionable decisions based on what we discover.
Initiating Process Group
The key purpose of the initiating process group is to align the stakeholders expectations with the
project's purpose. The primary elements in initiating a project include:
Stakeholder process
• Identify stakeholders / stakeholder identification techniques*
Integration processes
• Determine phase/project goals
• Obtain authorization to start phase/project
• Determine initial scope
• Identify constraints and assumptions
• Select/assign project manager
• Project statement of work
• Define high-level resource requirements
• Determine initial financial resources
• Verify success criteria
• Create project charter/ charter elements*
• Obtain formal approval of charter
PLAN
DO
Check & Act
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
Knowledge Areas
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Several other supporting actions that help to complete the initiating process include the following:
• Subdivide large projects into phases
• Document the business case and the cost-benefit analysis*
• Project selection criteria (e.g. cost, feasibility, impact)*
• Ensure the project scope is achievable
• Identify high-level risks and requirements/ risk identification techniques*
• Facilitate resolution of conflicting stakeholder objectives
• Create an order of magnitude budget and schedule estimate
• Determine critical success factors for the project
* These elements address specific knowledge and skills needed by the PM in the Initiating process
Exam tip: The primary goals of the Initiating processes are:
1. develop the project charter and
2. identify stakeholders
Exam tip: In the Initiating processes, understand the following:
• Staffing levels are low
• Costs are low
• Chance of success is low
• Risk is high
• Stakeholder influence is high
Planning Process Group
While the main goal of the Planning process group is to create the Project Management Plan, other
subsidiary management plans are also created here. This includes subsidiary management plans for
scope, schedule, budget, quality, human resources, communications, risk, and procurement knowledge
areas defined in the PMBOK® Guide, 5th edition. Below is a listing of the major elements you can expect
to find as part of the Planning process:
• Create scope statement
• Create scope management plan
• Create WBS (work breakdown structure)
• Create network diagram
• Estimate activity durations
• Estimate costs
• Determine project schedule
• Refine time and cost estimates
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Project Management Processes and
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• Create communications plan
• Develop Human Resource Plan
• Create Staffing Management Plan
• Develop Communications Management Plan
• Determine project budget
• Develop quality management plan
• Identify risks
• Qualitatively and quantitatively rank risks
• Develop risk response plan
• Adjust estimates as necessary
• Develop procurement management plan
• SOW (procurement statement of work)
• Create procurement documents
• Develop PM plan
• Obtain approval of plan
• Hold kick-off meeting
7
Additional knowledge and skills needed by the PM for planning activities also include:
• Describing each work package in the WBS dictionary
• Evaluating other projects for potential positive or negative impacts on this project
• Identifying quality metrics for the project
• Requirements gathering techniques
• WBS tools and techniques
• Time budget and cost estimation techniques
• Scope management techniques
• Resource planning process
• Workflow diagramming techniques
• Type and uses of org charts
• Elements, purpose and techniques of:
o Project planning
o Communications planning
o Quality management planning
o Risk management planning
o Procurement planning
o Change management planning
With the planning process group, it is critical to understand that neither the project management plan
nor any of the subsidiary management plans are finalized until a thorough risk assessment and
identification has been performed.
The primary goal of the Planning process is to develop the project management plan.
7
PMBOK Guide, 5th edition pp 47-55
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
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Executing Process Group
The processes in this group are performed to complete the work in the project management plan that
was designed to satisfy the project specifications. As the project manager, you are responsible for
coordinating the activities of human resources as well as infrastructure resources and integrating the
activities of both in accordance with the project management plan.
As a result, several or all of the plans created in the planning process may require replanning, updates
and re-baselining during project execution. A large portion of the project budget is normally expended
during the Executing Process Group processes.
The primary elements in the Executing process group include:
• Complete work packages
• Use a work authorization system
• Collect status information
• Hold meetings
• Acquire, develop and manage project team
• Distribute project information
• Obtain bids from outside vendors
• Select a vendor
• Negotiate vendor contract
• Manage contracts
• Perform quality assurance
• Manage Stakeholder Expectations
Additional knowledge and skills needed by the PM for executing activities also include:
• Project monitoring tools and techniques
• Elements of a statement of work
• WBS interaction elements within the project schedule
• Project budgeting tools and techniques
• Quality standard tools
• Continuous improvement process
The primary goal of the Executing process is to Direct and Manage Project Work.
Monitoring and Controlling Process Group
The focus in the monitoring and controlling process group is to measure the performance of the project
and address change requests, recommended corrective and preventive actions, and implement defect
repairs.
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The elements in the Monitoring and Controlling process group include:
• Performance measuring
• Performance reporting
• Identify and control changes
• Verify and control scope
• Control schedule
• Control cost
• Control quality
• Risk monitoring and control
• Take corrective action
• Update PM plan
• Update actions and changes
• Inspections
• Accept/Reject work
• Identify & analyze trends
• Look for new risks
• Assess variances for change or corrective action
• Manage Stakeholders
• Contract administration
• Use quality control tools
• Project performance appraisals
• Perform earned value calculations
Additional knowledge and skills needed by the PM for monitoring and controlling activities also
include:
• Performance measurement and tracking techniques (e.g. PERT, EV, CPM)
• Project control limits and thresholds
• Project performance metrics
• Cost analysis techniques
• Project plan management techniques
• Change management techniques
• Integrated change control processes
• Risk identification and analysis techniques
• Risk response techniques
• Problem solving techniques (e.g. root cause analysis)
• Reporting procedures
The primary goals of this process group are: Monitor and Control Project Work and
Integrated Change Control
Typically, this is one of the lowest scoring process groups on the PMI exam. Make sure you spend
adequate time studying and understand the concepts and actions taken in this area. You may see exam
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
Knowledge Areas
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questions regarding the following actions required to complete the monitoring and controlling process
group:
• Perform root cause analysis
• Secure additional funding, if needed
• Perform validated defect repair
• Calculate the ETC (estimate to complete)
• Reassess project control systems for effectiveness
Exam Tip. For the exam assume that:
• The project management plan and subsidiary plans are complete and realistic
• You measure the project against defined metrics to determine how well the project is
performing
• You implement corrective actions for any variances
• If there are deviations from the project management plan, that is the responsibility of the
project manager, and the Project manager is responsible for correcting those deviations without
issuing a change request. CRs should be used only as a last resort in this instance.
Closing Process Group
The primary elements in the Closing process group include:
• Perform final product verification
• Deliver final contract performance reporting
• Audits of all procured service/merchandise
• Obtain formal contract acceptance
• Create a contract archive
• Complete final performance reporting
• Obtain formal acceptance of project
• Document and lessons learned
• Create the project archives
• Release all project resources
Additional knowledge and skills needed by the PM for closing activities also include:
• Contract closure requirements
• Basic project accounting principles
• Close-out procedures
• Feedback techniques
• Project review techniques
• Archiving techniques and statutes
• Compliance
• Transition planning techniques
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The project is only complete when administrative closure of the project has been completed. Whether
the project has completed all scope elements, has completed a specific project phase, or is canceled, the
project is not officially closed until Administrative Closure has been completed.
If the scope of the project has been completed, the listing above is generally a good guide to the
administrative closure process. However, if the project was terminated or stopped after a specific phase,
you want to document the reasons for the early termination in your closeout documentation.
If your project was successful, and of course it will be because you are an excellent project manager,
there is one final step you must never forget: CELEBRATE!
Project Information
During project execution, data from the project is continuously collected and analyzed for the purpose
of reporting back to senior management and stakeholders on the status and progress of the project. PMI
makes distinctions between three types of project information that may appear on the exam:
• Work Performance Data: this consists of the raw observations and measurements taking during
the performance of project activities to carry out the project work. Examples can include
percentage of work completed, quality and technical performance measurements, start and
finish dates of scheduled activities, number and frequency of change requests, defect counts,
costs and generations, etc.
• Work Performance Information: this is performance data collected from various monitoring and
controlling processes which is analyzed and integrated across all project areas. Examples include
status of deliverables, status of change requests, forecasted estimates to completion, etc.
• Work Performance Reports: work performance information that has been collected in project
documents. This can be in the form of dashboard reports, stoplight reports, Jeopardy reports,
status and progress reports, memos, recommendations, updates, etc.
Cross-Cutting Skills
PMI has defined what is described as cross-cutting skills needed by the PM that apply to all process
groups. These skills include:
• Active listening
• Brainstorming techniques
• Conflict resolution techniques
• Cultural sensitivity and diversity
• Data gathering techniques
• Decision making techniques
• Facilitation
• Information management tools, techniques, methods
• Leadership tools, techniques
©℗
2009
Knowledge Areas
•
Negotiating
•
Oral and written communication techniques, channels, applications
•
PMI’s Code of Ethics and Profes
•
Presentation tools and techniques
•
Prioritization/time management
•
Problem
•
Project management software
•
Relationship management
•
Stakeholder impact analysis
•
Targeting communications to intended audiences
•
Team motivation
CRITICAL NOTE:
Review the high level elements
Closing process groups
specifically review the process g
a high level perspective for the PMP examination.
Knowledge Area Logistics
There are
area alo
ng with its subsidiary processes all follow the same format when describing deliverables for each
process:
•
Inputs
project which are then acted upon by:
•
Tools and Techniq
templates to produce:
•
Outputs
In this manual these elements will be represented in the graphic below
The ten
PMI® Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Manag
2009
-2014
Richard Perrin
Knowledge Areas
Negotiating
Oral and written communication techniques, channels, applications
PMI’s Code of Ethics and Profes
Presentation tools and techniques
Prioritization/time management
Problem
-
solving tools, techniques
Project management software
Relationship management
Stakeholder impact analysis
Targeting communications to intended audiences
Team motivation
CRITICAL NOTE:
Review the high level elements
Closing process groups
specifically review the process g
a high level perspective for the PMP examination.
Knowledge Area Logistics
There are
ten key
knowledge
ng with its subsidiary processes all follow the same format when describing deliverables for each
Inputs
-
these are the documents and processes
project which are then acted upon by:
Tools and Techniq
templates to produce:
Outputs
-
which are the desired results of the process
In this manual these elements will be represented in the graphic below
PMI® Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Manag
Richard Perrin
–
Oral and written communication techniques, channels, applications
PMI’s Code of Ethics and Profes
Presentation tools and techniques
Prioritization/time management
solving tools, techniques
Project management software
Relationship management
Stakeholder impact analysis
Targeting communications to intended audiences
Team motivation
methods
Review the high level elements
in the Initiating, Planning, Executing, Monitoring and Contro
Closing process groups
from pages 3
specifically review the process g
roups that apply to the knowledge area. This is critical for maintaining
a high level perspective for the PMP examination.
Knowledge Area Logistics
knowledge
areas contained in the
ng with its subsidiary processes all follow the same format when describing deliverables for each
these are the documents and processes
project which are then acted upon by:
Tools and Techniq
ues -
which can include formal analysis, the use of mathematical models and
templates to produce:
which are the desired results of the process
In this manual these elements will be represented in the graphic below
PMI® Knowledge Areas
:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Manag
ement
Evolutionten
Oral and written communication techniques, channels, applications
PMI’s Code of Ethics and Profes
sional Conduct
Presentation tools and techniques
Prioritization/time management
solving tools, techniques
Project management software
Stakeholder impact analysis
Targeting communications to intended audiences
in the Initiating, Planning, Executing, Monitoring and Contro
from pages 3
-4 thru 3-
10
roups that apply to the knowledge area. This is critical for maintaining
a high level perspective for the PMP examination.
areas contained in the
ng with its subsidiary processes all follow the same format when describing deliverables for each
these are the documents and processes
project which are then acted upon by:
which can include formal analysis, the use of mathematical models and
which are the desired results of the process
In this manual these elements will be represented in the graphic below
Project Integration Management
Project Scope Management
ement
Evolutionten
Project Management Processes and
Oral and written communication techniques, channels, applications
sional Conduct
Targeting communications to intended audiences
in the Initiating, Planning, Executing, Monitoring and Contro
10
regularly.
As you review each knowledge area,
roups that apply to the knowledge area. This is critical for maintaining
a high level perspective for the PMP examination.
areas contained in the
PMBOK® Guide
ng with its subsidiary processes all follow the same format when describing deliverables for each
these are the documents and processes
that
which can include formal analysis, the use of mathematical models and
which are the desired results of the process
In this manual these elements will be represented in the graphic below
Project Management Processes and
Oral and written communication techniques, channels, applications
in the Initiating, Planning, Executing, Monitoring and Contro
As you review each knowledge area,
roups that apply to the knowledge area. This is critical for maintaining
PMBOK® Guide
,
5th edition
ng with its subsidiary processes all follow the same format when describing deliverables for each
that
contain the data and information from the
which can include formal analysis, the use of mathematical models and
which are the desired results of the process
In this manual these elements will be represented in the graphic below
:
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
Project Management Processes and
Oral and written communication techniques, channels, applications
in the Initiating, Planning, Executing, Monitoring and Contro
As you review each knowledge area,
roups that apply to the knowledge area. This is critical for maintaining
5th edition
. Each key
ng with its subsidiary processes all follow the same format when describing deliverables for each
contain the data and information from the
which can include formal analysis, the use of mathematical models and
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
Project Management Processes and
3-
11
in the Initiating, Planning, Executing, Monitoring and Contro
ll
ing and
As you review each knowledge area,
roups that apply to the knowledge area. This is critical for maintaining
. Each key
k
nowledge
ng with its subsidiary processes all follow the same format when describing deliverables for each
contain the data and information from the
which can include formal analysis, the use of mathematical models and
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
11
ing and
roups that apply to the knowledge area. This is critical for maintaining
nowledge
ng with its subsidiary processes all follow the same format when describing deliverables for each
contain the data and information from the
which can include formal analysis, the use of mathematical models and
Project Human Resources Management
Project Communications Management
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
Knowledge Areas
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On the next pages we will show the general processes that apply to each of the ten PMI knowledge
areas.
Project Integration Management
For the purposes of the exam, the primary job of the project manager is to assemble all the parts and
pieces of the project into a coherent whole. The way the project manager does this is through Project
Integration activities.
The Project Integration is the only area that has activities in all five of the PMI process groups. The
following six processes and the primary goals of these processes are listed below:
• Develop project charter. Goal: the project charter
• Develop project management plan. Goal: the project management plan
• Direct and Manage Project Work. Goal: deliverables
• Monitor and control project work. Goal: change requests, work performance reports
• Perform integrated change control. Goal: approved change requests, updates
• Close project or phase. Goal: Final product, service, or result transition
Initiating Planning Executing
Monitoring
&
Controlling
Closing
Develop Project
Charter Develop Project
Management
Plan
Direct and
manage project
Work
Monitor and
control project
work
Perform
Integrated
change control
Close project
Or Phase
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Project Scope Management
Project scope management focuses on the processes that are needed to ensure that the work of the
project, and only the work required, is performed to deliver project success. The following processes
and the primary goals of project scope management are defined below:
• Plan Scope Management. Goal: Scope Management Plan
• Collect requirements. Goal: requirements documentation
• Define scope. Goal: Project scope statement
• Create WBS. Goal: Scope Baseline
• Validate Scope. Goal: accepted deliverables
• Control scope. Goal: updates and change requests
Project Time Management
Plan Scope
Management
Collect
Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Initiating Planning Executing
Monitoring
&
Controlling
Closing
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Control Schedule
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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Project Time management includes all the activities necessary to complete the project in a timely
fashion. The following processes and the primary goals of project time management are defined below:
• Plan Schedule Management. Goal: Schedule Management Plan
• Define activities. Goal: activity list
• Sequence activities. Goal: project schedule network diagrams
• Estimate activity resources. Goal: activity resource requirements
• Estimate activity durations. Goal: activity duration estimates
• Develop schedule. Goal: project schedule
• Control schedule. Goal: schedule forecasts
Project Cost Management
Project cost management involves the processes that are needed to estimate, budget, and control costs,
so the project can be completed within the approved budget.
The following processes and the primary goals of project cost management are defined below:
• Plan Cost Management. Goal: Cost Management Plan
• Estimate costs. Goal: activity cost estimates
• Determine budget. Goal: cost performance baseline
• Control costs. Goal: cost forecasts, change requests
Plan Cost
Management
Estimate Cost
Determine Budget
Control Costs
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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Project Quality Management
Project quality management focuses on the activities, quality policies, objectives, and measurements
required to satisfy the needs of the project and ultimately the customer.
The following processes and the primary goals of Project quality management are defined below:
• Plan quality. Goal: quality management plan
• Perform quality assurance. Goal: change requests
• Control Quality. Goal: verified deliverables, change requests
Project Human Resource Management
Project human resource management includes the processes that organize, manage, and lead the
project team. The following processes and the primary goals of Project human resource management
are defined below:
• Develop human resource plan. Goal: human resource plan
• Acquire project team. Goal: project staff assignments
Plan Quality Perform Quality
Assurance
Perform Quality
Control
Initiating Planning Executing
Monitoring
&
Controlling
Closing
Develop
Human
Resource
Plan
Acquire
Project team
Develop
Project Team
Manage Project
Team
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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• Developed project team. Goal: team performance assessments
• Manage project team. Goal: updates
Project Communications Management
Project communications management focuses on the processes to deliver, collect, distribute, store, and
retrieve project information to all internal and external project organization environments.
The following processes and the primary goals of Project communications management are defined
below:
• Plan communications. Goal: communications management plan
• Manage Communications. Goal: project communications
• Control communications. Goal: work performance information, change requests
Project Risk Management
Plan
Communications
Management
Manage
Communications
Control
Communications
Initiating Planning Executing
Monitoring
&
Controlling
Closing
Plan Risk Management
Identify Risks
Perform Qualitative
Risk Analysis
Perform Quantitative
Risk Analysis
Plan Risk Responses
Monitor and
Control Risks
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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Project risk management focuses on the planning, identification, analysis, response planning, and
monitoring and control of risk on a project.
The following processes and the primary goals of Project risk management are defined below:
• Plan risk management. Goal: risk management plan
• Identify risks. Goal: risk register
• Perform qualitative risk analysis. Goal: project documents updates
• Perform quantitative risk analysis. Goal: project documents updates
• Plan risk responses. Goal: project documents updates
• Monitor & control risks. Goal: project documents updates, change requests
Project Procurement Management
Project procurement management focuses on the processes needed to purchase or acquire products,
services, or results from outside the project team or the organization.
The following processes and the primary goals of Project procurement management are defined below:
• Plan procurements. Goal: procurement management plan, procurement SOW
• Conduct procurements. Goal: select sellers, agreements (e.g. contract, sub-contract, PO, etc)
• Control procurements. Goal: procurement documentation, change requests
• Close procurements. Goal: closed procurements
Plan
Procurement
Management
Conduct
Procurements
Control
Procurements
Close
Procurements
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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Project Stakeholder Management
Project stakeholder management identifies the processes required to identify the people, groups,
organizations that can impact/be impacted by the project. It involves analyzing stakeholder expectations
in developing management strategies for effectively engaging stakeholders and project decisions and
execution. Stakeholder management also focuses on continuous communications with stakeholders,
managing conflict and promoting appropriate stakeholder engagement in project decisions and
activities.
The following processes and the primary goals of project stakeholder management are defined below:
• Identify Stakeholders. Goal: stakeholder register
• Plan Stakeholder Management. Goal: stakeholder management plan
• Manage Stakeholder Engagement. Goal: issue log, change requests
• Control Stakeholder Engagement. Goal: work performance information, change requests
Role of the Knowledge Areas
A knowledge area can represent a set of concepts, terms, and activities that can constitute a
professional field, a project management field, or some area of specialization. The ten knowledge areas
described above are used on most projects most of the time. The interplay between the knowledge
areas and the Project Management Process Groups are shown on the following page. For the PMP exam,
it is expected that the credential seeker will commit the 47 processes and their respective knowledge
areas, as well as the interplay with the Project Management Process Groups to memory.
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Initiating Planning Executing
Monitoring
&
Controlling
Closing
Identify
Stakeholders
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Knowledge Areas
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Mapping Knowledge Areas to Process Groups
Graphic above based on the PMBOK® Guide,5th edition, p. 61
Initiating Planning Executing Monitoring &
Controlling Closing
4. Project Integration
Management
Develop Project
Charter
Develop Project Management Plan Direct and Manage Project
Work
Monitor and Control
Project Work
Perform Integrated
Change Control
Close Project
or Phase
5. Project Scope Management Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
6. Project Time Management Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
7. Project Cost Management Plan Cost Management
Estimate Costs
Determine Budget
Control Costs
8. Project Quality Management Plan Quality Management Perform Quality Assurance Control Quality
9. Project HR Management Plan Human Resource Management Acquire Project Team
Develop Project Team
Manage Project Team
10. Project Communications
Management
Plan Communications Management Manage Communications Control
Communications
11. Project Risk Management Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Control Risks
12. Project Procurement
Management
Plan Procurement Management Conduct Procurements Control Procurements Close
Procurements
13. Project Stakeholder
Management
1dentify
Stakeholders
Plan Stakeholder Management Manage Stakeholder
Engagement
Control Stakeholder
Engagement
Process Groups >>>
Knowledge Areas
>>>
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It is strongly recommended that the process groups, knowledge areas, their subsidiary
processes and primary goals of the processes be well understood for the examination.
Understanding Process Interactions
IMPORTANT NOTE: on the PMI, PMP exam, you will be assessed by process group, not by Knowledge
Area. You will be graded as, ‘proficient’, ‘moderately proficient’ or ‘not proficient’ in each of the project
management lifecycle process groups:
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
While it is important to understand the processes in each knowledge area, it is more important to
understand the interactions of the processes as they occur between the process groups. Many of the
questions on the exam will test your understanding of what happens in each of the process groups.
Notice on page 3 – 3 that the planning and executing processes iterate, and that this occurs under an
umbrella of monitoring and controlling processes. In other words, all three process groups are occurring
simultaneously, however, there are specific processes within those groups that occur in a cyclical
fashion. Use the charts below to help you understand the process interactions. The specific interactions
by knowledge area will appear at the beginning of each knowledge area chapter.
The table below outlines the specific, key output/deliverables by process group and knowledge area.
You will find that if you address each knowledge area thoroughly, the contents of the table below will
become committed to memory as you progress through this manual.
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Project Management Processes and
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Initiating
Planning
Executing
Monitoring and
Controlling
Closing
Integration:
-Select Project
manager
-Create project
charter
P
roject Mana
gement (P
M
)
Plan
Deliverables
Work Performance
Information
-
Change request status
updates
-Approved CRs
-Validated changes
Final product
OPA updates
-
Scope Management Plan
-Requirements
Management Plan
-Requirements Traceability
matrix
-Scope Statement
-Scope baseline
-
Accepted deliverables
-CRs
Schedule Mgt. Plan
Activity list/attributes
Network diagrams
Resource requirements
Duration Estimates
Schedule/baseline
-
Work Performance
Information
-CRs
-
Cost
Management Plan
-Cost estimates
-Cost performance
baseline
Budget forecasts
Quality
:
-Quality Management Plan
-Metrics / checklists
-Process Improvement
Plan
CRs and updates
-
Validated
deliverables/changes
-Work Performance
Measurements
-QC measurements
HR:
Human Resource Plan
-
Staff assignm
ents
-Team performance
assessments
-Resource calendars
Comm
unications
M
ana
g
em
ent Plan
Project
communications
Work performance
information
Risk:
-Risk Management Plan
-Risk register/updates
-Risk related Contract
decisions
-PM plan updates
Risk regis
ter
Updates to:
-Risk register
-Project documents
-CRs
Procurement:
-Procurement
Management Plan
-Procurement SOW
-Make-or-buy decisions
Select Sellers
Agreements
Procurements docs
Closed
procurements
Stakeholder Mgt:
stakeholder
register
stakeholde
r management
plan
issue log
change requests
work performance
information
©℗ 2009-2014 Richard Perrin – Evolutionten
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In Summary...
This section mapped the ten PMI knowledge areas:
The five PM process groups and the importance in understanding the steps within each process
group for the exam
The definition of the 47 process areas contained within each of the ten knowledge areas
How those processes fit into the PM process groups
Chapter Three Memory Check
1. The five process groups that comprise the project management life cycle are: __________,
_____________, _________, ________ ___ _____ _________ and________
2. The two primary outputs of the Initiating process are the project __________ and identify
_______________
3. The primary goal of the planning process group is to produce the _______________________.
4. The ten Knowledge Areas of the PMBOK® Guide,5th edition are, in short, __________,
_____,_______, _______, __________, _________ ________, ___________, _____,
_____________,
and _________________ _________________
5. Over half of the processes that occur in the ten knowledge areas of the PMBOK® Guide,5th
edition occur in the _________ process group
6. Only the ___________knowledge area has processes in all five of the process groups of the
project management life cycle
7. Two primary goals of the Monitoring and Control process group are to ____________________
project work and to perform ________________________________
8. Early in the project the ______, and the ________of________ are low – the ______ and
___________ _________ are high
9. PMI defines how a project will tighten its estimates for budget and timeline as more is learned
about the project as a ___________ _____________
10. There are ____ processes spread across the ten Knowledge Areas in the PMBOK® Guide,5th
edition
11. Percentage of work completed, quality and technical performance measurements, start and
finish dates of scheduled activities is known as _______ _____________ _____, whereas status
of deliverables, status of change requests, forecasted estimates to completion is called ______
__________________ ______________
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Chapter 3 Test
1. You are managing a project in which the organization utilizes the 'waterfall approach' in executing
projects. They have adopted the PMI 'methodology’ and the IPECC approach has become the foundation
for their internal project methodology. Senior management has approached you and has insisted that you
use the phased approach as defined by PMI in delivering the project: initiate, plan, execute, monitor and
control, and close (IPECC). What is the most factual information you can give senior management
regarding IPECC process groups?
a. You will follow the PMI methodology to the letter
b. You will follow the PMI methodology if the specific project warrants its use
c. The process groups are not project phases
d. IPECC will only work if you use all the processes in the ten key process areas
2. What is the primary purpose of the Initiating process group?
a. Determine the project goals
b. Align stakeholder expectations with the project's purpose
c. Determine the initial budget
d. Identify processes and standards
3. Validate Scope is part of what process group?
a. Planning
b. Executing
c. Closing
d. Monitoring and Controlling
4. The completion of work packages, holding meetings, distributing Project information, negotiating
contracts and performing quality assurance are all part of what process group?
a. Executing
b. Planning
c. Initiating
d. Closing
5. The Planning process group touches all ten of the key knowledge areas in that planning has to occur in
each of these areas. Which of the following is not part of the planning process?
a. Creating the WBS
b. Develop the project management plan
c. Estimate activity durations
d. Identify stakeholders
6. You are a senior project manager at a company that has just hired several junior project managers. Part
of your job is to mentor these junior project managers so that they can rapidly become effective in the
organization. Each of these junior project managers is a PMP® so you are reasonably sure that they
understand the PMI framework. You decide to find out how deep their knowledge goes and ask them,
“How many of the processes in the key knowledge areas do we use all the time?” Which junior PM gave
the best answer?
a. Jr. PM#1: All the processes have to be used all the time; otherwise you're not following the PMI
methodology.
b. Jr. PM#2: All the Planning processes have to be used all the time; you have some flexibility with
the other process groups
c. Jr. PM#3: The Project manager and their teams are responsible for determining which processes
are appropriate for the specific project
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d. Jr. PM#4: All processes in the Planning group that address the triple constraints of cost, time, and
budget, along with risk planning must be done on all projects. The remaining processes are at the
discretion of the project manager
7. In the Monitoring and Controlling process group, one of the primary goals of that group is to monitor and
control the project work. What is the second equally important, major goal of the monitoring and control
process?
a. Quality control
b. Change control
c. Scope control and verification
d. Corrective action
8. You are just initiating a project for your organization. Which of the following is a true statement regarding
the Initiating process?
a. Risk is low but stakeholder influence is high
b. Staffing level is high while chance of success is low
c. Risk is high but the chances of success are also high
d. Stakeholder influence is high while costs are low
9. Your project is in the planning phase and many of the stakeholders are excited about the product that will
be delivered once the project is done. You have solicited input from the stakeholders, addressed
technical issues with the technical team, estimated costs, determined the high-level project schedule,
created a statement of work, created a work breakdown structure, identified and quantified risks,
developed the project management plan and all subsidiary key knowledge area plans, and received
stakeholder sign off of the plan. What is the next thing you will most likely do?
a. Verify stakeholder input
b. Hold a kickoff meeting
c. Consult management for a go/no-go decision
d. Place the project management plan under configuration management
10. In the Executing process group the main goal is to Direct and Manage Project Work. All of the following
are elements in the executing process group with one exception:
a. Complete work packages and use a work authorization system
b. Obtain bids from vendors, select vendors and negotiate the vendor contract
c. Collect status information and hold meetings
d. Validate the deliverables as the project is being executed
11. When does the Closure process occur?
a. Closure occurs only at the end of the project
b. Closure activities can occur at the end of the project or at the end of a project phase
c. Closure occurs before the closeout of any contracts on the project
d. Closure occurs after the stakeholders have conducted user acceptance testing
12. The project you are managing includes many stakeholders, geographically distributed across the country.
As part of the planning process you have put together a communications plan that will address the
communications needs of all the stakeholders on the project, from the performing organization up to and
including the sponsor. Part of this communications plan includes the distribution of information as well as
reporting the performance of the team. The PMI process groups you are utilizing are:
a. Information distribution and performance reporting occur in the Executing process group
b. Information distribution and performance reporting occur in the Monitoring and Controlling
process group
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
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c. Information distribution occurs in the Executing process group while performance reporting
occurs in the Monitoring and Controlling process group
d. Information distribution occurs in the Monitoring and Controlling process group while
performance reporting occurs in the Executing process group
13. You are engaged in a large project that requires complex coordination between many departments in
your organization. You have almost completed the planning phase and are looking for sign-off of the
project management plan. You have addressed overall project integration activities, the budget, the
timeline, the scope of the work, quality planning, resource acquisition, communications for a distributed
team, and some procurement activities that require the use of external vendors. What has the project
manager forgotten to do?
a. Create a work breakdown structure
b. Risk assessment
c. Creation of a requirements traceability matrix
d. Creation of a change management system
14. There are many reasons for creating a lessons learned document in a project. All of the following
represent reasons why you would create a lessons learned document with the exception of:
a. Creates an archive to advise future project teams about types of projects and resources they
should avoid when initiating similar projects
b. Serves as a historical record for what worked and what did not work in your project so that
future project teams can make use of the information
c. Used as a phase-end review tool so the team can implement incremental process improvement
activities for the subsequent phases
d. Gives all project stakeholders a chance to input what issue resolution approaches were most
effective for them on the project
15. You have been brought into a project for a 'project rescue'. Management had issues with the previous
project manager and dismissed him from the company. You sit down with the project team for the first
time and discover that there is a lot of activity going on and that the project is well under way: the
requirements have been completed and design work is about half way done. However, there is a lot of
contention between the members of the performing organization. A number of people are arguing about
who should handle what activities, how long they are going to take, and in what order the activities
should occur. From listening to these arguments it becomes clear to you that the prior project manager
probably did not do what?
a. Obtain formal approval of the project charter
b. Identify processes and standards
c. Determine the project schedule
d. Create a project management plan
16. The team has completed all design work and is ready to start creating a product of the project. There are
construction and IT elements in this project, and the project manager has leaned heavily on the subject
matter experts in the organization for their technical expertise and know-how. You have determined that
some of the work needs to be contracted to an external vendor who has the necessary expertise to
deliver what is needed for the project. You are in the process of selecting a vendor. What process group
are you in?
a. Planning
b. Initiating
c. Monitoring and Controlling
d. Executing
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17. All the following happen in the Initiating process with the exception of:
a. Choose the project team
b. Determine stakeholders
c. Identify processes and standards
d. Create the project charter
18. You are deep in the planning process for your project and have created a human resource plan in which
you have identified what skill sets are needed, when they are needed, and when they will roll off the
project. You are now focused on the process of acquiring, developing, and managing the project team.
Which of these processes occur in the monitoring and controlling process group?
a. Acquire project team only
b. Manage project team only
c. Develop and Manage project team only
d. This is a trick question - none of them do
19. Within the Project Time Management knowledge area, in what order do the planning activities occur
before you can develop the project schedule?
a. Define activities, estimate activity duration, estimated activity resources, sequence activities
b. Define activities, estimate activity resources, sequence activities, estimate activity duration
c. Define activities, sequence activities, estimate activity resources, estimate activity duration
d. Define activities, estimate activity duration, sequence activities, estimate activity resources
20. One of the Junior Project managers you're mentoring has come to you for help. She just started the
planning process and sat down with the key stakeholders to begin the requirements collection activities
for her project. At the end of the meeting the stakeholder who will be receiving the deliverable stated
that he wanted to see a definitive budget estimate for the project within one week of the completion of
the requirements collection process. She explained that might not be possible because the team will not
have had enough detail at that point to construct a solid estimate. He said he didn't care and that he
needed the estimate for the capital budgeting meeting that is occurring at the end of the month - two
weeks from now. What is the best advice you can give your Junior Project manager?
a. Take your best guess and double it. Since it is too early in the project to deliver a definitive
estimate you tell the stakeholder this is the best estimate you can come up with at this point
b. It is not possible to deliver a definitive estimate until the planning process is complete. The best
you can do at this point is a rough order of magnitude estimate which goes from -50% to plus
50%
c. Escalate the issue to senior management as the stakeholder is obviously delusional
d. Sit down with the delivery organization, work through the weekend if you have to, and come up
with the closest estimate you can deliver.
21. Where do lessons learned activities occur?
a. In between the monitoring and controlling process and the closing process
b. Whenever there is an issue identified that needs to be addressed
c. In each phase-end closing process as well as the closing process at the end of the project
d. Only at the end of the project
22. What is a synonym for 'progressive elaboration’?
a. Cyclical planning
b. Quantified elaboration
c. PERT estimates
d. Rolling wave planning
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
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23. You are managing a program to recruit new project managers for your organization. You have just
completed a training session in which you have identified the five process groups in the PMI framework
and just asked the class the following question: “What is the purpose of the initiating process group?”
Which of the student responses was the best answer?
a. Initiating kicks off the project
b. Initiating can kick off the project or a phase of the project
c. Initiating can kick off a project, a project phase, or contract
d. Initiating identifies the project manager and produces a project charter
24. What is the key primary benefit of the monitoring and controlling process group?
a. It manages the change request process
b. It plays a key role in measuring and managing procurement activities for the project
c. You can observe project performance, measure it, and identify variances from the project
management plan
d. Insures, through metrics and measurement, that changes to the project management plan are
prevented to eliminate scope creep
25. In an organization that uses 'hit or miss' project processes, they have come to you for advice on which of
the five PMI process groups would be the best one to implement, if they had to boil it down to just one.
What is the best advice you could give them?
a. Executing processes would serve you best
b. Planning processes would serve you best
c. Initiating processes would serve you best
d. Monitoring and Controlling processes would serve you best
26. You are a project manager in an organization with a strong PMO. One of the newly hired project
managers told you that he has been a PMP® since 1998. While perusing the PMI website looking for
some standards documentation, you happen to do a lookup on this person and find out that they are not
in the PMI repository of PMP®s in good standing. What do you do?
a. Call law enforcement and report the individual
b. Report the individual to PMI
c. Report the individual to his senior manager
d. Report the individual to the PMO
27. Raw observations and measurements taking during the performance of project activities is defined by PMI
as _____________________?
a. Work performance information
b. Work performance data
c. Work performance report
d. Work performance criteria
28. Processes that provide the project team with insight into the health of the project and identifies any area
requiring additional attention are performed in _______________.
a. Planning
b. Initiating
c. Executing
d. Monitoring and Controlling
©℗ 2009-2014 Richard Perrin – Evolutionten
Project Management Processes and
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Chapter 3 – Test Answers
1. C – The process groups are not project lifecycle phases. PMBOK® Guide, 5th edition, p. 52
2. B – While answers A, C, and D are partially correct, the purpose of the initiating process group is to align
stakeholder expectations with the project's purpose. PMBOK® Guide, 5th edition, p. 54
3. D – Monitoring and controlling is the only correct answer. PMBOK® Guide, 5th edition, p. 61
4. A – Executing is the only correct answer. PMBOK® Guide, 5th edition, pp. 56
5. D – Identify stakeholders is part of the Initiating process
6. C – In PMBOK® Guide, 5th edition, p 48
7. B – Integrated Change Control is the only correct answer. PMBOK® Guide, 5th edition, p. 57
8. D – This is the only correct answer. PMBOK® Guide, 5th edition, p. 54
9. C – In phase gated process, when the planning work is completed and signoffs are received, we are
looking for a go/no go decision from senior management
10. D – Validating deliverables is in the monitoring and controlling process group occurring in the Validate
Scope process
11. B – Closure occurs at phase-end and project end activities
12. A – Information distribution and performance reporting both occur in the Executing process group.
PMBOK® Guide, 5th edition, p. 301
13. B – Risk assessment is the only remaining knowledge area that was not covered
14. A – Lessons learned are not used to torpedo resources you had issues with or steer you away from
uncomfortable projects. They usually focus on performance and process improvement
15. D – Only a well documented project management plan (which includes the entire scope baseline) would
help to organize the work
16. D – Vendor identification and selection occurs in the Executing process group. PMBOK® Guide, 5th
edition, p. 356
17. A – Choosing the project team is an Executing group activity. PMBOK® Guide, 5th edition, p. 267
18. D – It is a trick question; there are no processes in the Human Resources knowledge area that fall into the
Monitoring and Controlling process group
19. C – Define activities, sequence activities, estimate activity resources, estimate activity durations is the
correct sequence. PMBOK® Guide, 5th edition, p. 61
20. B – Your job is to give management a reality check, not feed in to a management wish- fulfillment fantasy
or turn yourself and the team inside-out attempting to meet an impossible demand. This eliminates
answers A and D. Answer C is something you might wish to say ☺, but will always be wrong on the exam…
21. C – Lessons learned occur when ever the closure process occurs: phase-end or end of project
22. D – Rolling wave planning is the correct answer. A and B are non-existent terms and PERT is used for
schedule estimating
23. B – This is the most inclusive answer. A and D are both true but not complete. C is a red herring. PMBOK®
Guide, 5th edition, p 44 “The Initiating Process Group consists of those processes performed to define a
new project or a new phase of an existing project by obtaining authorization to start the project or phase”
24. C – PMBOK® Guide, 5th edition p 57
25. B – All the processes are important, but they all depend on Planning
26. B – Report the individual to PMI. The PMP® credential is issued by PMI, not your organization. Answer A
is a red herring. Answers C and D, while seemingly appropriate, miss the point: the credential comes from
PMI
27. B - This is the definition of work performance data. PMBOK® Guide, 5th edition p 59
28. D - This identifies a monitoring and controlling process. PMBOK® Guide, 5th edition p 57
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-1
Chapter 4 : Project Integration
Management
Knowledge Area Processes:
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Work
Monitor and Control Project Work
Integrated Change Control
Close Project
Section Objectives
At completion you will know how to:
Organize Integration management processes into the PM process groups
List the elements and purpose of a project charter
Describe the two fundamental project selection techniques
Define a PMIS and its two key components
List the components and importance of a project management plan
Describe the components and importance of a change control system and a
configuration management system
Perform steps needed to implement changes
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-2
Integration Process Summary
The high level Project Integration Management outputs, by Process Group are:
Initiating Planning Executing Monitoring and
Controlling
Closing
Project Charter
Select project
manager
PM Plan -Deliverables
-Work Performance
information
-CR’s
-CRs
-Work
performance
reports
Final Product
Approved CR’s
Change log
OPA Updates
Project Integration Management
For the purposes of the exam it is important to know both the process areas within the Project
integration management knowledge area, and which project management process group each of the
processes fall into:
Process Process Group
Develop Project Charter Initiating
Develop Project Management Plan Planning
Direct and Manage Project Work Executing
Monitor and Control Project Work Monitoring & control
Perform Integrated Change Control Monitoring & control
Close Project or Phase Close
Initiating Planning Executing
Monitoring
&
Controlling
Closing
Develop Project
Charter Develop Project
Management
Plan
Direct and
manage project
execution
Monitor and
control project
work
Perform
Integrated
change control
Close project
Or Phase
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-3
Develop the Project Charter
Contrary to how many businesses do this, a project charter is a brief two or three page document (at
most) that imparts high-level information about the project: The project description, project manager
and their authority level, a high-level business case, stakeholders, high-level deliverables list, high-level
project risks, defined project objectives, project approval requirements and formal sign off are all part of
the project charter. Projects are initiated by someone external to the project such as a sponsor or other
management function (e.g. portfolio manager, PMO, VP, etc.)
In one sense, the project charter functions as an excellent executive summary of the project. For the
exam, know that a charter is a required element that must be completed and signed off before further
project work can begin.
Charter Elements
Key charter benefits - elements for the exam:
• Formally recognizes existence of the project
• The PM is authorized to spend money and commit resources to the project (most commonly
described benefit)
• Describes high-level requirements
• Links the project to other work in the organization
The charter elements may include, but are not limited to:
Project title
Project manager assigned and authority level
Business need
Project justification/business case
Initial resources pre-assigned
Stakeholders
Inputs Outputs
Tools and
Techniques
Project SOW
Business Case
Agreements
Enterprise environmental
factors
Organizational process
assets
Expert judgment
Facilitation techniques
Project charter
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-4
Initial scope and requirements
Project/product description and deliverables
Initial constraints and assumptions
May include S.M.A.R.T. goals (Specific, Measurable, Agreed, Realistic, Time-bound)*
High level budget estimate
Sponsor Signature/signoff
*There are many variants on the SMART acronym. A few appear below
8
:
S - specific, significant, stretching
M - measurable, meaningful, motivational
A - agreed upon, attainable, achievable, acceptable, action-oriented
R - realistic, relevant, reasonable, rewarding, results-oriented
T - time-based, timely, tangible, trackable
Project Statement of Work
The project SOW is a high-level description of the products or services the project will create. It is usually
created by the customer/sponsor.
Fundamental elements of an SOW:
o Business need
o Product scope description
o Strategic plan
Usually a summary if the work is being performed internally – the detail is developed in the WBS
For external services procured, the SOW is called the ’Procurement Statement of Work’ (Details will be
addressed in Section 12 on Procurement)
In regards to the project charter, the Project Statement of Work is more of a high-level summary.
According to PMI, it is a narrative that describes products or services that are delivered by the project.
(
PMBOK® Guide
, 5th edition, p. 75). For an internal project, work is actually detailed in the work
breakdown structure (WBS) and the WBS dictionary. The Project Statement of Work references:
• Business need
• Product scope
• Strategic plan
A contractor procurement statement of work is a legal document that requires a legal review and review
by contract administration professionals. Contract statements of work can run many thousands of
pages on a large project, and legally obligates the vendor to deliver exactly what is in the contract
statement of work. Details on the contract statement of work will be addressed in the Project
Procurement Management section (Section 12).
8
http://www.projectsmart.co.uk/smart-goals.html, Duncan Haughey, PMP
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-5
Business Case
The business case, in its most simple terms, tells us why the business organization is attempting the
project at all. It is usually completed by a business analyst and includes the business need as well as the
cost-benefit analysis. PMI states the business case is created due to one or more of the following:
• Market demand
• Organizational need
• Customer request
• Technological advance
• Legal requirement
• Ecological impact
• Social need
Agreements
An agreement can take the form of a contract, service level agreement (SLA), letter of agreement (LOA),
letter of intent (LOI), or a memorandum of understanding (MOU). Contracts are usually employed when
the project is undertaken for an external customer.
Additional Financial Terms
Know what these terms mean for the exam:
• Sunk costs – what you have spent. Should not be considered when deciding whether to
continue with a troubled project
• Law of diminishing returns – the more you put in, the less you get in return
• Working capital – assets minus liabilities; what the company has to invest in projects
• Depreciation – know these for the exam
o Straight-line depreciation
o Accelerated depreciation
Double declining balance
Sum of the Years Digits
• Categories of cost
o ______ – attributable to the project
o ________ – overhead items shared by multiple projects
o ________ – costs that change with the level of effort
o _____ – rentals/leases
• Economic value added: added value produced by the project above the costs of financing the
project
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-6
Develop the Project Management Plan
Notice that the Project charter as well as organizational process assets (how the organization does
projects) and enterprise environmental factors (what the organization is like) are the major inputs to the
creation of the project management plan.
The project management plan essentially defines how you will execute, monitor and control, and close
the project. When the project management plan is complete, it requires signoff by all key stakeholders
on the project.
A critical element to remember is that the project management plan is not 'etched in stone'. If the
project is managed as PMI recommends, as a progressive elaboration, adjustments to the project
management plan will occur as the team learns more about the project - it is developed through all the
integrated processes until the project is closed.
Project Management Plan Defined
• Always written out - NOT an MS Gantt chart (!)
• A repository for subsidiary plans needed for the project
• Created by the PM with input from stakeholders
• A formal document approved by designated stakeholders
• Progressively elaborated
The project management plan integrates all of the ten knowledge Areas into a unified whole and serves
as a repository for the subsidiary plans in the remaining knowledge areas. However, this does not mean
that all the subsidiary plans are always used on every project. PMI clearly states:
“Project managers and their teams should carefully address each process and its inputs and outputs
and determine which are applicable to the project they are working on... This effort is known as
tailoring."
9
9
PMBOK® Guide,5th edition
, p 48
Inputs Outputs
Tools and
Techniques
Project Charter
Outputs from planning
processes
Enterprise
environmental factors
Organizational process
assets
Expert judgment Project
management
plan
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: Project Integration Management 4-7
The project management plan represents a consolidation of all the subsidiary management plans from
all the other process groups as well as from Integration Management. Subsidiary plans can include the
following:
Scope management plan
Requirements management plan
Change management plan
Configuration management plan
Schedule management plan
Cost management plan
Quality management plan
Process improvement plan
Human resource plan
Communications management plan
Risk management plan
Procurement management plan
Why the Project Management Plan Is Needed
• Defines the life cycle selected for the project
• Details the tailoring decisions made by the PM team used to manage the specific project,
including the dependencies and interactions among those processes, implementation levels,
tools and techniques and the essential inputs and outputs
• How work will be executed to accomplish the project objectives
• How changes will be monitored and controlled
• How configuration management will be performed
• How integrity of the performance measurement baselines will be maintained and used
• The need and techniques for communication among stakeholders
• The selected project life cycle and, for multi-phase projects, the associated project phases
• Key management reviews for content, extent, and timing to facilitate addressing open issues
and pending decisions
Bullet points above described some of the major reasons why the project management plan is needed
on a project; however there are several other critical reasons why you need a documented project
management plan:
1. If there are changes to the project, that information will need to be captured in the plan.
Changes may necessitate a change in direction or possibly a change in the schedule, budget, or
scope of the project.
2. Capturing versions of the project management plan as the project changes can help identify
trends or issues as the project management plan is executed.
3. Most importantly of all, the documentation is key to understanding what we did, why we did it,
and, in the case of issues, what we did to correct problems.
4. Last and most simple is this: if it is not written down it doesn't exist. On a large project with
many complexities it would be careless and unprofessional to trust critical project elements to
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: Project Integration Management 4-8
memory. A formal written record is essential if we are to evaluate our actions and whether they
were successful or not. “How can you fix the problem if you don't know what's broken?"
Project Management Plan Components
• Baselines for cost, schedule, and scope
• Scope statement
• WBS (work breakdown structure)
• Cost estimates, schedule, and responsibility (ownership) for each deliverable
• Performance measurement baselines
• Staff requirements with cost estimates
• Subsidiary management plans for scope, schedule, cost, quality, communications, risk,
configuration management, change management, requirements management, process
improvement and procurement
Bullet points listed above describe some of the major components in a generic project management
plan, however there are a number of other components that can be included. For example, on a
software project, you might consider the following additional elements to include in your project
management plan:
• Management philosophy
• Development philosophy
• Waivers
• Services
• Non-deliverable products
• Computer systems support
• Peer reviews
• Test philosophy
• Training needs
• Automated aids
• And others…
“The project management plan integrates and consolidates all of the subsidiary management plans and
baselines from the planning processes…”
10
10
PMBOK® Guide, 5th edition, p. 81
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-9
Project Documents
There are a series of project documents that are used to help manage the project. These documents are
not part of the project management plan but are frequently created and updated throughout the
project.
Exam Tip: Knowing where these documents are created (knowledge area), the process where they are
utilized, and whether they are inputs or outputs (or potentially both!), will give the PMP credential
seeker an excellent overview for the exam. Be able to identify each of these documents and where they
exist as inputs and/or outputs by knowledge area and process as well as process group:
Baselining the Project Management Plan
The project plan is baselined:
• When all stakeholders have completed and signed-off on all the elements in the Project
Planning Phase
• The baseline is the starting point by which all subsequent changes to the project are measured
o The baseline represents the starting point of progressive elaboration activities
o Critical for managing change against the reality of the project
o Also key in defining Lessons Learned at the phase/project close
o Once the PMP is baselined, is it subject to formal change control
The graphic below shows a generic phase-gated process for baselining a PM plan.
Activity attributes
Activity cost estimates
Activity duration
estimates
Activity list
Activity resource
requirements
Agreements
Basis of estimates
Change log
Change requests
Forecasts
Issue log
Milestone list
Procurement documents
Requirements traceability
matrix
Resource breakdown
structure
Resource calendars
Risk Register
Schedule data
Seller proposals
Stakeholder register
Team performance
assessments
Work performance data
Work performance
information
Work performance reports
Procurement SOW
Project Calendars
Project charter
Project funding
requirements
Project schedule
Project schedule network
diagrams
Project staff assignments
Project SOW
Quality checklists
Quality control
measurements
Quality metrics
Requirements
documentation
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: Project Integration Management 4-10
Initiate
Plan
Execute
Go?
Go?
Baseline
Y
Y
N
N
Adjust?
Adjust?
Y
Y
N
N
End
End
Once the project management plan is complete and all the
stakeholders have signed off project management plan, the
project management plan is ' baselined’. This means that we
use the baselined project management plan as a yardstick against
which we measure all subsequent changes to the plan. This
information is captured in the performance measurement
baseline(PMB):
“The performance measurement baseline is an approved
scope-schedule-cost plan for the project work against which
the project execution is compared to measure and manage
performance. The PMB includes contingency reserve, but
excludes management reserve ”
11
If there are significant changes to the project management plan
- for example if there are major discovery elements that add
significant scope, time, and budget to the plan - we can re-
baseline the project management plan to accommodate those
changes. Re-baselining the project management plan generally
means that we are working to a new completion date,
additional budget and sometimes additional scope elements as well.
If we are applying the project management life cycle for each phase of the project, we can capture
lessons learned at the end of each phase and enter these elements in the project management plan as
the plan is progressively elaborated.
Configuration Management
• A key element in the project plan that works hand in hand with the change control system
• Used to document all versions of:
o Project documentation
o Schedule
o Scope
o Deliverables (hardware, software, etc)
o Completed project components
All this information is contained in the PMIS (Project Management Information System) – an EEF
Configuration management is a key element for both manufactured product as well as software
products. As various versions of products are released in the marketplace due to improvements or
corrective action, the configuration system must capture these changes so that the customer receives
the correct version of the product at all times.
11
PMBOK® Guide,5th edition
, p 549
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-11
Failing to keep a proper configuration file on a 15,000 BTU air conditioner and installing a replacement
for a failed capacitor might cause the air conditioner to catch fire (or explode!) upon startup, if the
configuration file does not reflect the correct hardware list for that specific model of air-conditioner.
Sending an incorrect software patch to a customer for a specific version of software could cause the
software to fail catastrophically, if the software configuration system is not keeping track of the specific
version of the software, and all concomitant components being used by the customer.
Project Management Information System (PMIS)
The PMIS includes:
The Configuration Management System
Identifies and documents the functional and physical characteristics of a product or component
Controls any changes to such characteristics
Records and reports each change and its implementation status
Supports the audit of the products or components to verify conformance to requirements
The Change Control System
The change control system is a collection of formal documented procedures that define how
project deliverables and documentation are controlled, changed, and approved
The change control system is subsumed within the configuration management system- while the
change control system tracks approved and rejected changes, the approved changes become
part of the product and, as such, are maintained in the configuration management system.
The PMIS is usually an automated system, although it can also be manual. It is used by the project
management team to support generation and versioned storage of all project documents and subsidiary
documents feeding the PM Plan.
Project Kickoff Meeting
Kickoff
meeting
Phase
Initiation
Project
Initiation
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: Project Integration Management 4-12
The kickoff meeting is called by the project manager and formally introduces the project team and all
stakeholders to the project.
12
Optimally, it is best if the kickoff meeting can be held face-to-face with all
participants. Due to the distributed nature of teams in the current business environment, this is not
always possible. Therefore it is strongly recommended that use of videoconferencing or minimally
conference calls with electronic support can be viable alternatives. Kickoff meetings can also occur at
the beginning of project phases as well as at different levels in the organizational hierarchy e.g. business
kickoff meeting, technical kickoff meeting, infrastructure kickoff meeting, etc. Some of the elements
that need to be established in the kickoff meeting include, but are not limited to:
• Project Review - review the high-level details of the project including project risks, approximate schedule,
approximate budget, high level scope, project constraints or any other required element.
• Responsibility Assignment Matrix - for any issues or risks that come up in the project a responsible party
will need to be identified along with a due date for resolution.
• Participation of Key Stakeholders - it is important to determine upfront what kind of information your
stakeholders need, when they need it, how frequently, and in what format
• Escalation Path - in the event there are project issues beyond the control of the project manager or the
immediate performing organization, a clear escalation hierarchy for problems is required.
• Frequency and Need for Meetings - establish immediately the frequency of team meetings and their
necessity. Status can be handled via e-mail or posted on an intranet - it may not require valuable team
time to hold a meeting simply to report status. Also, decide the criteria for conducting a meeting.
Direct and Manage Project Work
This process performs the work described in the project management plan to achieve the project
objectives. This includes managing the schedule, the budget, scope, quality, communications, human
resources, risks, and procurements for the project. Because the primary job of the project manager is an
integration function, we must keep all the knowledge areas constantly in mind throughout the project.
Exam Tip:
Change requests can include preventive actions, corrective actions or defect repairs. Keep this in mind
as change requests are a frequent output of most Executing and Monitoring & Controlling processes.
12
www.cioarchives.ca.gov, 1997.
Project management plan
Approved change requests
Enterprise environmental
factors
Organizational process
assets
Expert judgment
PMIS
Meetings
Deliverables
Work performance data
Change Requests
PM plan updates
Project document updates
Inputs Outputs
Tools and
Techniques
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-13
Project Execution Actions
• Staff, train, and manage the project team members assigned to the project
• Obtain quotations, bids, offers, or proposals
• Select sellers by choosing from among potential sellers
• Implement the planned methods and standards
• Create project deliverables
• Manage risks and implement risk response activities
• Manage sellers
• Adapt approved changes into the project’s scope, plans, and environment
• Establish and manage project communication channels, both external and internal to the project
team
• Collect project data and report cost, schedule, technical and quality progress, and status
information to facilitate forecasting
• Collect and document lessons learned, and implement approved process improvement activities
One of the key aspects of Direct and Manage Project Work involves the implementation of the approved
changes. These changes usually fall into one of the following four categories:
• Corrective action. Designed to bring future project work in line with the project management
plan.
• Preventive action. Designed to reduce the probability of a negative result associated with project
risks
• Defect repair. Designed to detect any defect in a project process or component with
recommendations to repair and or replace the process or component
• Updates. Changes to project documents
Work Performance Information: Can be an input or an output. Typically addresses:
• Deliverable status
• Schedule progress
• Costs incurred
Other concepts that may be covered in the exam but not covered in the
PMBOK® Guide
, 5th editionare
the concepts of “Ensuring Common Understanding and Being of Service”.
Ensuring Common Understanding means that the project manager ensures everyone is kept up to date
on all management plans, project schedules, elements that are in or out of scope, and more. In short it
means 'keeping the project team and the stakeholders on the same page'.
Being of Service means the project manager assists the team to help find solutions to problems,
facilitating technical meetings, removing roadblocks to project work, and others. In short it means 'how
can I help you'.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-14
Monitor and Control Project Work
The monitor and control project work process is one that is done from the beginning of the project
through the close of the project. It not only applies to the project at a macro level, but it also applies to
each phase of the project as one of the five basic project management life cycle process groups. For the
exam, understand that when the subject is discussed, you need to be able to put it in context. It could
be referencing one of the five process groups OR monitoring and controlling within the Integration
process.
It is in this process group that you are consistently measuring deliverables and outputs against the
project management plan.
Corrective Action
Any action needed to bring future project performance in line with the project management plan is
called a corrective action. The three basic steps of Corrective Action:
• Identify the need to take corrective action
• Take corrective action
• Measure the result to determine if additional action is necessary
Corrective actions, preventive actions, and defect repair are recurring themes throughout the
PMBOK®
Guide, 5th edition
. The key aspects of these actions for the purpose of the exam, appear below:
• __________Actions. This presumes you have metrics in place and that you are using these
metrics to evaluate the current state of your project against the project management plan. You
must be able to seek out root causes of issues and identify potential triggers that will let you
Inputs Outputs
Tools and
Techniques
Project management plan
Schedule forecasts
Cost forecasts
Validated changes
Work performance info
Enterprise environmental
factors
Organizational process
assets
Expert judgment
Analytical techniques
PMIS
Meetings
Change requests
Work performance
reports
PM plan updates
Project document
updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-15
know when the project is heading off track. Once the correction is implemented, you need to
have measurement tools in place that will validate the effectiveness of the corrective action.
• __________ Actions. These actions can occur as a result of implementing a corrective action.
The focus here is on implementing process controls that will obviate the need for a future
corrective action.
• ______ ________. According to PMI, defect repair is included in PMI’s definition of Rework:
“Action taken to bring a defective or nonconforming component into compliance with
requirements or specifications.”
13
PMI strongly promotes defect prevention over defect repair.
The primary issue with defect repair is that there are only two options when considering defect
repair:
o Rework. The output does not meet the project specifications and needs to be brought
back into compliance. Rework is always more expensive than preventive action.
o Scrap. This represents the total loss of the work investment and is the most expensive of
any of the previous actions
Perform Integrated Change Control
Integrated change control is one of the more challenging areas in the exam. There can be up to 20
questions on the subject, so it is important that you grasp the concepts. The area is important because
it impacts all aspects of your project; from the scope, timeline, and budget to the quality, human
resources, risks and procurement aspects of the project.
It involves the processes for reviewing change requests, approving or rejecting change requests and
managing changes into deliverables. Integrated change control also involves reviewing requests for
changes or modifications to project documents as well as deliverables, baselines, or the project
management plan.
There have been a number of studies done on software projects that show that a change in a project to
correct a defect at the unit testing level, which costs a dollar, can cause the business up to 1000 times
that amount if the defect is missed in user acceptance testing and actually delivered to the customer.
13
PMBOK® Guide, 5th edition, p. 559
Inputs Outputs
Tools and
Techniques
Project management plan
Work performance
reports
Change requests
Enterprise environmental
factors
Organizational process
assets
Expert judgment
Meetings
Change control tools
Approved change requests
Change log
Project management plan
updates
Project document updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-16
Configuration
Management
Change
Management
Change
Control
System
CRs
Key reasons for excessive changes on a project are due to, but not limited to, the following:
• Missed requirements
• Failing to engage a key stakeholder at the start of the project
• Stakeholder misunderstanding on what the project is designed to deliver
• A poorly designed WBS
• Inadequate risk assessment
Exam Tip: Work performance information is a frequent input to most M&C processes across the 10
knowledge areas.
Change Requests
Project changes must be tracked using a formal change management process. These changes also
impact your configuration system and the configuration of the project’s product. The graphic below
shows where change requests sit in the configuration hierarchy. Ensure that you:
• Identify the configuration items - labeling and tracking of the configuration items
• Implement configuration status accounting - all appropriate data about the configuration
item, including status to propose changes and the implementation status of approved changes
• Perform a configuration verification and audit - validation that the configuration item has
been registered, approved, tracked, and correctly implemented
The steps needed to implement change:
• Identify actual need for change
• Impact assessment: cost, time, resource
availability
• Identify change and response alternatives
• Create a documented CR (change request)
• Meet with internal stakeholders
• Meet with the customer, if required
• Submit to change control board (CCB) for
ultimate approval (optional if no CCB exists)
Exam Tip: Changes can be requested by Executing or Monitoring
&Controlling processes, approved or rejected in Integrated Change Control, or implemented by
Executing processes. Corrective and preventive actions do not usually affect the project baselines; only
the performance against the baselines.
Executing Monitoring and controlling
Change requests Change requests
Implement change request Approve or reject changes
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-17
Who Authorizes Changes? Quick Quiz...
NOTE: While the selections above do not represent every situation, they generally represent change
authority levels on a large project.
Close Project or Phase
The key element in this section is obtaining formal acceptance tocloseout the project phase or the entire
project. Key elements to remember them in project or phase closure are the following:
• Validate the work was done to requirements for the phase or project
• Formal acceptance of the phase or project
• Complete all performance reporting for the phase or project
• Close any outstanding procurement contracts for the phase or project, if applicable
• Document and archive lessons learned for the phase or project
• Delivery of product increment or product for the phase or the project
• Specific updates to the organizational process assets include: project files, project or phase
closure documents and historical information
Understand what the first sentence means - that administrative closure occurs not only at the end of the
project, but also at the end of the specific phase of your project. Administrative Closure will also occur if
the project is abruptly terminated.
Changes to the Performance baselines?
Changes to the Project Charter?
Changes to the High Level Constraints?
Changes to the Project Plan?
Inputs Outputs
Tools and
Techniques
Project management plan
Accepted Deliverables
Organizational process assets
Expert judgment
Analytical techniques
Meetings
Final product, service, or result
transition
Organizational process assets
updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-18
Administrative Closure Activities
The high level steps in administrative closure of a project consist of:
1. Perform product verification
2. Complete final project performance reporting
3. Obtain formal acceptance of project
4. Perform lessons learned
5. Create project archives
6. Release resources
7. Celebrate!
Administrative closure can occur at the end of a project phase or at the end of the project itself.
Administrative closure will be performed if the project is abruptly terminated for whatever reason. In
any case, the following steps are part of administrative closure activities:
Perform a product verification in order to satisfy the exit criteria for the phase of the project
or the project itself
Outline via a documented process, all the actions and activities necessary to perform a
handoff of the product or service to production or operations management
Complete and archive any final project performance reporting, which can include; phase
records, lessons learned, whether the project met success criteria, etc.
Gain formal acceptance of the project via a formal sign off from all designated stakeholders.
If there were procurement activities within the project or the phase, ensure all procurement
documentation signoffs have occurred prior to administrative closure
Contract Closure
The high level steps in the contract closure process consist of:
1. Perform product verification
2. Complete final contract performance reporting
3. Conduct procurement audits
4. Complete formal contract acceptance
5. Create a contract file
Contract closure occurs prior to administrative closure on a project. Why do you think this is the case?
a.
It is a Gartner Group best practice for project management
b.
Who will work on the contract if you close the project before the contract?
c.
It gives the vendor time to submit final bills before the project closes
d.
It gives the project manager one less thing to think about before closing the project
One of the more important aspects of contract closure is to perform a procurement audit of the final
result. This requires a careful review of the contract statement of work and all of the deliverables.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-19
The procedures for procurement contract closure are very similar to those of administrative closure with
one or two differences:
An evaluation of vendor performance on a contract may result in additional fees being paid to
the vendor for outstanding performance. The incentive criteria are usually documented at the
beginning of the procurement so that the vendor understands what they have to do to secure
an incentive fee.
If there are any outstanding claims against the vendor or the buyer due to disagreements or
different interpretations of the statement of work - these elements must be resolved prior to
contract closure.
Lessons Learned
Make sure Lessons Learned are reviewed at the end of each project phase and ask:
• What’s working?
• What’s not working?
• What still puzzles us?
• Where can we improve our performance and what improvements can we implement?
Final Lessons learned at the project close can be used to review:
• Did we effectively address project issues?
• How effective were our performance improvement efforts?
• What would we do differently the next time?
• What new processes need to be institutionalized to improve the project process?
• And more…
Most organizations perform a lessons learned activity at the end of the project - this is the only time
they perform such an activity. The problem with this approach is that lessons learned collected at this
point can never be applied to the current project; your project is already done…
A key feature of the lessons learned activity is that, in a phase-gated process, it provides a checkpoint at
which we can evaluate our progress to see how well we are performing and make adjustments moving
forward. Elements that can be reviewed in a lessons-learned activity may additionally include some of
the following:
• Why there were so many change requests and what can we do about it?
• Some stakeholders are very difficult to engage. This threatens certain project deliverables.
What can we do better to engage them?
• Our unit testing needs improvement - let's identify activities and changes that can make it more
effective.
A phase-end lessons learned review usually takes about an hour and can be of enormous benefit to the
project team and stakeholders alike.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-20
Project Integration Management – Key Process Interactions
The key inputs from the other Knowledge Areas to Project Integration Management processes are
shown below. Know these process interactions for the exam.
In Summary...
This section discussed project integration management, including:
The similarities and differences between a project charter and PM plan
BCR, opportunity costs, payback period, NPV, PV, FV, and IRR
Work authorization systems
Definition and importance of baselines
The iteration of recommended, approved, and implemented actions
Change request documentation and evaluation
Authority to make changes
The similarities and differences between administrative closure and contract closure
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-21
Integration Process Check
Match up the definition with the process:
___Develop project charter A. The process of defining, preparing, and
coordinating all of the subsidiary plans and
integrating them into a comprehensive whole.
___Develop project management plan B. The process of tracking, reviewing, and
reporting project progress against the
performance objectives defined in the project
management plan
___Direct and manage project work C. The process of developing a document that
formally authorizes the existence of a project
and provides the project manager with the
authority to apply organizational resources to
project activities
___Monitor and control project work D.
The process of finalizing all activities across all of
the project management process groups
___Perform integrated change control E. The process of leading and performing the work
defined in the project management plan and
implementing approved changes to achieve the
project's objectives
___Close project or phase F. The process of reviewing all change requests,
approving changes and managing changes to
deliverables
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-22
Chapter Four Memory Check
1. ___________ ____________ ______________ basically describe the organization’s culture while
____________ _____________ _____________ describe how the organization does projects
2. The key benefits of the project charter are;
a. ______________________________________________
b. ______________________________________________
3. The enterprise environmental factor (EEF) that ensures that the correct work gets done in the
correct sequence is called a _______ _________ ___________, while the EEF that keeps track of
information storage and distribution in an automated fashion for the project is called a
____________
4. Templates, historical data, lessons learned, and financial databases are all _____________
____________ __________
5. Two forms of accelerated depreciation are known as _____________________and the_______
______ _______
6. The costs on a project that have already been expended are called ______ _____
7. The four categories of costs you can experience on a project are: ______, ________, ________,
and _______
8. The key outputs of Direct and Manage Project Work are work performance information, change
requests and ______________
9. An action needed to bring future project performance in line with the project management plan
is called a ___________________
10. Defect repair is another name for __________
11. One of the critical jobs of the project manager is to __________ unnecessary changes on the
project
12. When performing closure on the project or a project phase __________________ occurs before
_____________________
13. The key output of Closure is the _______ _________, _________or _________________
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-23
Chapter 4 Test
1. The project has been running smoothly; initiation phase is complete and the team is working on all
aspects of planning. You had meetings with stakeholders several times to collect requirements and as a
result, requirements documentation is almost complete, as are high-level and detailed design documents.
As construction begins on the project, several stakeholders have indicated the need for changes to the
requirements set. They are claiming these elements were missed in the initial requirements collection
process, and they want you to add these elements to the project immediately. You perform an impact
assessment and get it back to them only to hear that they are not going to allow any changes in the
project budget or the timeline to complete these additional elements. What is the most effective tool
that you could use to prevent this instance of scope creep?
a. Change control system
b. Configuration management system
c. Murder Board
d. Work Authorization System
2. Which of the following is true about change requests that result in corrective or preventive actions?
a. They result in changes to scope
b. They result in changes to the project plan
c. They significantly increase risk
d. They do not usually affect project baselines
3. The project you are managing involves 11 different teams scattered geographically across the country.
The project sponsor is worried about how the work of 11 non-co-located teams is going to be coordinated
for the project. You assure the sponsor that all relevant documentation will be captured in the corporate
PMIS (project management information system). Within what key input does the PMIS reside?
a. Project Management Plan
b. Enterprise Environmental Factors
c. Organizational Process Assets
d. Work Authorization System
4. The most critical activity of the project manager on the project is to:
a. Manage the project team
b. Protect the Project from unnecessary changes
c. Perform Integration
d. Create the project management plan
5. You are managing a high visibility project with an aggressive deadline. The team has been burning extra
hours every week in order to bring in the project on time - everyone is tired and is looking forward to a
break after the product is delivered to the client. The deliverable was finally completed and passed
through user acceptance testing at your location without a hitch. The product was handed off to the
installation team and the installation team installed the product at the client site. Unfortunately when
they attempted to use the product, there was a major system crash that caused an abrupt halt in their
production cycle. This installation represented a major upgrade from a previous installation of the same
product, and while the first installation worked very well, this installation ‘crashed and burned’. What is
the most likely cause of the problem at the clientsite?
a. Adequate configuration controls were not observed
b. The project manager failed to control scope creep
c. User acceptance testing was flawed
d. The installation team did not install the software properly
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: Project Integration Management 4-24
6. All the following statements about Approved Change Requests are true except which of the following?
a. Approved change requests are an input to Direct and Manage Project Work
b. Approved change requests are scheduled and implemented by the project team
c. Approved change requests are an output of the Direct and Manage Project Work process
d. Approved change requests can result in changes to the cost baseline, sequence of activities,
resource requirements or changes to risk response alternatives (including changes to the project
management plan)
7. You are working as a PMP® for a company that typically does not implement charters for projects. As a
result, an unusually high number of projects in this organization fail on a yearly basis. You've just been
placed on a high visibility project as the senior project manager and begin to work on elements of the
charter with the project sponsor. Senior management doesn't understand why you're wasting your time
on this activity. What is the best thing you can do in this situation?
a. Tell PMI about a fundamental breach in the PMI framework
b. Review the benefits of a well-defined project charter with senior management
c. Refuse to take on the project as you know this will most likely result in a project failure
d. Continue to work on the charter with the project sponsor. Demonstrate to senior management,
on completion of the charter, how this benefited the project and have the data and fact to back
it up
8. The project management plan is complete and is ready to be baselined. However, a key stakeholder just
discovered a critical omission and requests an adjustment to the PM plan. What should you do next as the
project manager?
a. Implement a formal CR
b. Make the adjustment
c. Consult the change control board
d. Inform the stakeholder that this constitutes scope creep and refuse to make the change
9. The project management plan is baselined when:
a. The requirements and detailed scope statement are completed
b. Senior management has reviewed the project management plan via a gated process and given
you a 'go' authorization to proceed with the next phase of the project
c. All the required stakeholders have signed off on it
d. The required business and technical reviews of the proposed solution have been verified and
validated by all stakeholders
10. Senior management has asked for an update on your project’s budget forecasts and deliverables. This
information will be contained in:
a. Work performance information
b. Status reports
c. Progress reports
d. Variance and trend analysis
11. Who can approve of changes to any of the primary constraints on your project such as scope, budget, or
timeline?
a. The Change Control Board
b. The sponsor
c. Senior management
d. Key stakeholders
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: Project Integration Management 4-25
12. All of the following actions occur in the Direct and Manage Project Work process except which of the
following?
a. Adapt approved changes into the project’s plans
b. Collect and document lessons learned
c. Determine the project life cycle for the project
d. Staff, train, and manage project team members assigned to the project
13. One of the key activities in The Monitor and Control Project Work Process is to implement corrective
actions to bring future project performance back in line with the project management plan. What is the
best explanation regarding PMI’s philosophy on defect repair?
a. It is considered rework
b. Defect repair is essential to bring nonconforming elements in the project back in line with
performance standards
c. It is a nonessential corrective action due to missed requirements
d. It is most effective when it works hand-in-hand with inspection processes
14. You represent one of five project teams that are sharing a facility to deliver a high visibility project for
your organization. Since you are sharing a facility, your teams share the expenses for heat, light,
electricity, and technical support. What type of cost does this represent?
a. Fixed
b. Direct
c. Variable
d. Indirect
15. Your organization has decided to train project managers on the use of the tool Microsoft Project, in the
hopes that this will help them manage their projects more efficiently. Some of the more technically savvy
people on the project management team have become very adept at many of the features contained in
this tool - performing what-if analyses, earned value measurements, network diagrams, resource
calendars and more. One of the stakeholders asked to see the project management plan for their project
and the project manager opened up Microsoft Project to show him the plan. PMI considers a tool like
Microsoft Project to beclosest to:
a. The equivalent of a project management plan
b. A bar chart
c. A critical tool to help manage all project logistics
d. A necessary supplement to the project management plan
16. You have delivered a product to a client on time, on budget, and to specification, however the client is not
happy with the result. What is the next thing that should happen?
a. Schedule a meeting with the team to and propose a potential remedy for the client
b. Inform senior management of the client's unhappiness and discuss potential options to resolve
the situation
c. Close out the contract - submit final billing to the client.
d. Quantify the client’s issues and offer to address these issues in a subsequent release
17. In terms of integrated change control, the project manager’s primaryresponsibility is to do all the
following except:
a. Ensure all changes are tracked and documented for the project
b. Ensure that only authorized changes are entered into the change management system
c. Ensure that all authorized changes are coordinated with Change Control Board (CCB)
d. Ensure that all requested changes are made to the project baselines
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-26
18. Which of the following is true regarding the project management plan?
a. Integrates and consolidates the subsidiary plans
b. It is always highly detailed and focused
c. It cannot be changed unless senior management authorizes the change
d. B and C together
19. The project manager is assigned to a project _____________________________?
a. From the moment the project is conceived
b. Always before the start of planning
c. Prior to the creation of the charter
d. By the project stakeholders
20. A project at your organization is in trouble. Management has reassigned the project manager on the
project and has given you the job of bringing it back in line. You have analyzed the prior project manager’s
project management plan, WBS, scope baseline and found that he actually did a good job. The problem
was that there was an unusual amount of discovery on this particular project; it seems that management
failed to address that the project had a high degree of risk and uncertainty - greater than 40% - risks that
the prior project manager had raised on the project. When the PM raised those issues, management’s
position was "well, just do the best you can". This is a $5 million project which is approximately at its
halfway point, but the budget expended is close to $3.5 million dollars at this point. The project is $1
million over budget and 10% behind schedule. Management is alarmed at the budget burn rate and is
thinking of canceling the project, even though what has been accomplished so far is high quality work that
has exceeded customer expectation. What is the best advice you can give management at this point?
a. With big budget overrun, talk with the team and then with the client about what scope elements
can be removed and thus reducing overall costs
b. Do not include the sunk costs as part of your decision process
c. Discuss with management the most effective way to close the project down and see what part of
the work effort can be salvaged
d. Swap out high cost resources with lower cost resources to bring the budget in line
21. Double declining balance is a form of?
a. NPV calculation
b. Working capital calculation
c. Constrained optimization method
d. Accelerated depreciation
22. The project statement of work is fundamentally?
a. Description of the product scope
b. A legal document
c. The same as the procurement statement of work
d. An output of Direct and Manage Project Work
23. The correct steps, in order, for implementing a change to a project are which of the following?
a. Identify alternatives, document the change, identify need for change, perform impact
assessment, submit to CCB for approval,
b. Perform impact assessment, identify alternatives, identify need for the change, document the
change, submit to CCB for approval
c. Identify need for change, identify alternatives, perform impact assessment, submit to CCB for
approval, document the change
d. Identify the need for change, perform impact assessment, identify alternatives, document the
change, submit to CCB for approval
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-27
24. The difference between a configuration management system and a change control system is?
a. The configuration management system is part of the PMIS - the change control system is not
b. The change control system is part of the key PMIS - the configuration management system is not
c. The change control system feeds into the configuration management system and is part of the
configuration management system
d. Both the change control system and a configuration management system are organizational
process assets
25. You are reviewing the risks on your project with key stakeholders. After the initial risk identification
matrix was created, the discussion centered around the stakeholder’s tolerance for risk on the project.
Stakeholder risk tolerance levels are part of:
a. Organizational process assets
b. Expert judgment
c. Enterprise environmental factors
d. Preventive action
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Integration Management 4-28
Chapter 4 Test – Answers
1. D – One of the defined uses of a work authorization system is for the control of scope creep
2. D – They do not normally affect the project baselines. PMBOK® Guide, 5th edition p 97.
3. B – The PMIS is an enterprise environmental factor
4. C – All the answers are correct – a PM does all these things. However the most critical aspect is the PM
functioning as an integrator: putting all the parts and pieces of the project into an integrated whole
5. A – If the system tested out OK prior to the site installation, that is a sure signal that the internal system
and the client system are configured differently
6. C – ‘Approved change requests’ are an input to Direct and manage Project Work. PMBOK® Guide, 5th
edition p. 65
7. B – You always want to show the stakeholder the effects of their actions/inactions. C and D are wrong –
the PM does not take unilateral action unless authorized to do so by the organization. Answers like A are
usually wrong – this is the equivalent of “I’m telling the teacher what you did!”
8. B – Prior to baseline, the PM plan can be adjusted without a CR, consulting the change control board, or
addressing a scope creep issue. PMBOK® Guide, 5th edition p. 82.
9. C – While the other answers may occur in the planning process, baselines require stakeholder sign-off
10. A – Work performance information is where this data is contained. Per the PMBOK® Guide, 5th edition, p
90
11. C – Senior management must be consulted regarding high-level constraints
12. C – Determining the project life cycle occurs in planning. Per the PMBOK® Guide, 5th edition, p 77.
13. A – Defect repair is considered rework
14. D – Shared facility expenses are indirect costs
15. B – It is closest to a bar chart
16. C – You're done. PMI assumes that as the project manager, you have been obtaining customer sign-off
for every intermediate deliverable on the project and that the customer has accepted those deliverables.
If there were issues with the deliverables, you would have found this out long before the end of the
project. The contract has been fulfilled according to scope, the budget, and the timeline. Closeout
contract and submit your final bill
17. D –Implementing all requested changes can result in sub-optimizing the project. One of the PM's jobs is to
protect the project from unnecessary changes.
18. A – It integrates and consolidates all the subsidiary management plans. PMBOK® Guide, 5th edition, p. 81
19. B – Always before the start of planning. PMBOK® Guide, 5th edition, p. 67
20. B – The sunk costs are never considered as part of your decision process. You have to decide where the
project stands now, whether it is beneficial to complete what has been accomplished so far, and whether
you can reach the goals of the project. This is a standard GAAP rule.
21. D – This is the only possible answer that is a form of accelerated depreciation
22. A – A project statement of work describes at a high level, the scope of the product of the project
23. D – This is the correct answer. PMBOK® Guide, 5th edition,p 96
24. C – A and B are deliberate misdirection. D is incorrect. The change management system is subsumed
within the configuration management system
25. C – Stakeholder risk tolerances are part of the enterprise environmental factors
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-1
Chapter 5 : Project Scope
Management
Section Topics:
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control scope
Section Objectives
In this section you will be able to:
• Assign the scope management processes to the PMprocess groups
• Explain the components and importance of a detailed scope statement and scope management
plan
• Define the difference between requirements and scope
• Define the differences between product an project scope
• Describe decomposition
• Define and create a WBS
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-2
Scope Process Summary
The high level Project Scope Management output elements, by Process Group are:
Initiating Planning Executing Monitoring and Controlling Closing
-Scope Management Plan
-Requirements
Management Plan
-Requirements documents
-Requirements traceability
matrix
Accepted deliverables
CRs
Project Scope statement Work performance
measurements
Scope baseline Various document updates
What is Scope Management?
For the exam, there are two aspects of scope that you need to understand: the product scope and the
project scope. What this means is:
• Product Scope. What requirements do I have to fulfill to create the product of the project?
• Project Scope. What activities and processes do I have to perform to deliver the product scope?
One of the key elements in managing scope is to prevent ‘scope creep‘. This is a term that was coined by
the United States Air Force to describe conditions in which additional scope elements are added to a
project without any means or method for controlling such additions – i.e. any uncontrolled change to a
project. In some instances, customers and stakeholders will add scope to a project, yet will not allow for
additional time or budget to accommodate the changes. This is a classic scope creep situation.
Gold plating is a subset of scope creep. These are elements added to the project by the performing
organization because a team member thinks it's a good idea or that the customer will appreciate the
extra work. The problem with gold plating is that added scope elements from the project team may cost
the project money that was never contained in the project budget. If you're adding elements to the
project that the customer never asked for, they may wonder what you are doing with the rest of their
budget!
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-3
Scope Baseline
In terms of scope, we will address two aspects of the scope management process:
Product Scope: the requirements that relate to the product of the project
Project Scope: The work done needed to deliver the product of the project
There may be questions on the exam that reference the scope baseline. It is critical that you know that
the Scope Baseline consists of the Scope Statement plus the WBS plus the WBS dictionary.
The scope baseline provides much of the input needed to create a Scope Management Plan. The three
elements of the scope baseline; the scope statement, the WBS, and the WBS dictionary, will be
addressed in detail in the upcoming pages.
The Scope Baseline:
Scope Management
The process of scope management is performed to ensure that the project contains all the work and
only the work necessary, to fulfill project objectives successfully. While the requirements of the project
are outlined in a requirements management plan, the scope management plan typically contains the
following elements:
++
Scope Statement WBS WBS Dictionary
Plan Scope
Management
Collect
Requirements
Define Scope
Create WBS
Validate scope
Control Scope
Initiating Planning Executing
Monitoring
&
Controlling
Closing
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-4
How changes to scope will be managed on the project
Escalation hierarchy in the organization to resolve potential scope issues
Description of any control systems that are used to manage scope and changes to scope
Plan Scope Management
The Plan Scope Management process defines how scope will be defined, validated, and controlled. The
elements in the scope management plan include but are not limited to the following:
• How scope and changes to scope will be managed
• Method for minimizing or eliminating scope creep
• Escalation path in the event there is a disagreement between stakeholders on required scope
elements
• How the scope will be defined, developed, monitored, controlled, and verified
• Process for preparing a detailed scope statement
• Process for the creation and the maintenance of the WBS
• Process that defines how acceptance for the completed project deliverables will be obtained
• Process that defines how requested changes to the scope statement will be processed
The requirements management plan performs a similar function in that it describes how requirements
will be managed, documented, and analyzed. The components of the requirements management plan
include but are not limited to the following:
• Defines how requirements will be planned, tracked, and reported
• Process for addressing missed requirements
• Process for the prioritization of requirements
• Metrics that will be used to define the product and the rationale for using them
• Definition of a traceability structure that identify which requirement attributes are to be
captured on a requirements traceability matrix
Inputs Outputs
Tools and
Techniques
Project management plan
Project charter
Enterprise Environmental
factors
Organizational Process
assets
Expert Judgment
Meetings
Scope management
plan
Requirements
management plan
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-5
Collect Requirements
PMI defines a requirement as:
"A condition or capability that must be met or possessed by a system, product, service, results, or
component to satisfy a contract, standard, specification, or other formally imposed document.
Requirements include the quantified and documented needs, wants, and expectations of the sponsor,
customer, and other stakeholders.”
14
In short, you are establishing, from the customer's perspective, what the customer needs from the
project in order for the project to be successful.
Unfortunately this is the first place in the project where the 'wheels start coming off the wagon'. In the
upcoming section we will address what specific tools and techniques can be implemented to ensure a
detailed elaboration of customer requirements.
There are also several classifications of requirements that may appear on the exam. These classifications
are generally broken down into the following categories:
• Business requirements
• Stakeholder requirements
• Solution requirements, which described features, functions, and characteristics of the product
or service. They can be broken down into functional and nonfunctional requirements:
• Functional requirements describe product behavior
• Nonfunctional describe elements such as reliability, security, performance, safety, level of
service, supportability, etc.
• Transitional requirements can describe temporary capabilities including data conversion and
tracking requirements
14
PMBOK® Guide,5th edition, p. 437
Inputs Outputs
Tools and
Techniques
Scope management plan
Requirements
management plan
Stakeholder Management
Plan
Project charter
Stakeholder register
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision-making
techniques
Questionnaires and surveys
Observations
Prototypes
Benchmarking
Context Diagram
Document analysis
Requirements
documentation
Requirements
traceability matrix
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-6
• Project requirements which describes actions, processes, or other conditions the project needs
to meet
• Quality requirements, which capture the quality criteria as defined by the stakeholders
Requirements Collection Tools
There are numerous tools for helping the project team get their arms around user requirements. A few
are mentioned here and will be elaborated in the proper level of detail for the purposes of the exam.
1. Interviewing. On the exam also called 'expert interviewing'. The project manager and team
members interview stakeholders or subject matter experts regarding the needs of the product
or process. These interviews can be conducted face-to-face, via a video conferencing, over the
phone, e-mail, or any other available method.
2. Focus Groups. Focus group is generally run by a facilitator and concentrates on a specific
subject area. Usually the members of the focus group are selected based on similar interests or
other identifying criteria.
3. Facilitated Workshops. This assembles different stakeholders who may have various
perspectives on the product of the project. The workshop is facilitated by a moderator who
engages the stakeholder team to talk about the project and arrive at a consensus around their
requirements. Two key techniques are QFD; used to capture the voice of the customer (VOC),
and JAD; used to facilitate design on a software project. QFD will be detailed in the chapter on
Quality Management.
4. Group Creativity Techniques:
a.
Brainstorming. This is a group creativity technique for the purpose of generating ideas
focusing on a specific problem. Using this approach as a requirements collection technique
the idea is not to capture every idea from every participant, but to congeal the ideas into an
actionable plan.
b.
Nominal Group Technique. Based on brainstorming but adds a voting process to rank ideas
for further brainstorming or to prioritize ideas.
c.
Mind-mapping -created by Tony Buzan in the 1970s is a graphical representation of words,
ideas, or other items arranged around a central keyword or idea. Mind maps are used as an
aid for study, organization, problem solving, and decision making.
d.
The Affinity Diagram. Using a technique developed by Japanese anthropologist Jiro
Kawakita, the KJ method as it is called, is designed to help people organize their ideas
around how they think about the work. The steps in order are:
I. Rapidly group ideas that seem to belong together.
II. It isn't important to define why they belong together.
III. Clarify any ideas in question.
IV. Copy an idea into more than one affinity set if appropriate.
V. Look for small sets. Should they belong in a larger group?
VI. Do large sets need to be broken down more precisely?
VII. When most of the ideas have been sorted, you can start to enter titles for each
affinity set.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-7
e.
The Delphi technique. This technique was developed by the Rand Corporation in the 1960s.
It requires that a group of experts participate in the decision process. It is most useful
when there is contention or hostility in the decision process due to 'bandwagonism’ or
experts with widely varying opinions. In this case, all participants are anonymous to each
other and all evaluations are funneled through a facilitator who distributes the result of the
decision. Multiple rounds are used until the decision process narrows to a single solution or
a solution set.
NOTE: For the exam, this approach is listed as a ‘Group Creativity Technique’, however, the creator
of the technique, the RAND Corporation, states that the Delphi is actually a group decision making
technique:
“This report deals with one aspect of RAND’s continuing methods for improving decision making. It
describes the results of an extensive set of experiments conducted at RAND during the spring and
summer of 1968.The experiments were concerned with evaluating the effectiveness of the Delphi
procedures for formulating group judgments”
15
(Emphasis, mine)
5. Group decision-making techniques.
a.
The Analytic Hierarchy Process. Developed by world renowned mathematician Thomas L.
Saaty at Wharton in the 1970s. The process is especially useful when extremely complex or
difficult decisions need to be made. The AHP was first referenced by PMI in the PMBOK®
Guide, 2
nd
edition, p. 54.
b.
Votingmethods- uses the unanimous approach - everyone agrees, the majority approach -
more than 50% agree, the plurality approach - largest percentage not a majority, or the
dictatorship approach - one person makes the decision for the group
6. Questionnaires and surveys. Typically used when a large group of individuals need to be
contacted for their input.
7. Observation. One of the most effective of the requirements gathering techniques that has been
used for years at Toyota and other Japanese companies is called, 'gemba’ (where the action is or
where the work occurs). The process is called ‘going to gemba’. This is a key tool in the QFD
process and is used in capturing the voice of the customer (VOC). In the United States this is
frequently called 'shadowing'. The purpose is to discover how the customer actually uses your
product or how they actually get their jobs done.
8. Prototypes. The prototype is a mockup or working model of the product. The prototype can be
presented to users for feedback, suggestions, and recommendations and to give the users
tangible evidence of what they think they asked for from the project team.
9. Context Diagrams. Essentially, a scope model describing business process and how people
interact with the system. Context diagrams show inputs and the elements providing the input,
as well as the outputs and the elements receiving the output
10. Document Analysis. Elicits requirements by analyzing documentation and identifying
information relevant to the requirements.
Requirements Traceability Matrix
The Requirements Traceability Matrix tracks requirements and identifies:
15
“The Delphi Method: An Experimental Study of Group Opinion” Dalkey, Norman C, p.iii, RAND Corporation, June 1968
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-8
• Source of the Requirement
• Responsibility for managing
• Work status
• Completion status
For a software project:
• Traces each requirement to one or more technical specifications needed to complete the
requirement
• Ensure each development task traces back to a user requirement
• Critical for developing the test plans
This information is usually loaded into a table that lists the requirement, from the user's perspective,
and traces that requirement to the work packages or activities needed to fulfill the requirement from
the performing organization.
The key element to remember here is that the requirement addresses a user need for the project.
Usually these stated needs are not technical in nature, and it is the job of the technical team to translate
a user need expressed in plain English into the technical specifications that enable delivery of the
customer’s requirement. The requirements traceability matrix tracks all the technical specifications
back to the originating requirement and can be supported by the WBS dictionary. This is an effective
approach for ensuring that all your technical requirements track back to a specific user need.
Define Scope
The process of defining scope outlines the boundaries of what will be and what will not be included in the
project to deliver the product of the project, and also includes detail on project risks, constraints, and
assumptions. It is the project manager's job to deliver the project management's expectations regarding
time, cost, and scope. After the initial analysis, the resulting budget and schedule may not meet
management's expectations for the project. Therefore it is the project manager's job to develop options
for meeting the schedule, cost and scope objectives for the project.
For example, if management wants the project completed in a year and your analysis shows, based on
all project constraints, that the realistic project completion date is 18 months, it is the project manager's
Inputs Outputs
Tools and
Techniques
Scope Management
Plan
Project charter
Requirements
documentation
Organizational
process assets
Project scope
statement
Project document updates
Expert judgment
Product analysis
Alternatives
generation
Facilitated
workshops
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-9
responsibility to offer senior management options for the one-year completion time line. These options
may involve various schedule compression techniques as well as negotiating a reduced scope.
One of the tools of Define Scope includes Product Analysis, which can use a process called ‘value
engineering’. Value engineering will be discussed in greater detail in the Project Cost Management
chapter.
Scope Statement
A Detailed Scope Statement will include but is not limited to:
• Project objectives
• Product scope description
• Project requirements
• Project boundaries
• Project deliverables
• Product acceptance criteria
• Project constraints
• Project assumptions
• Initial project organization
• Initially-defined risks
• Schedule milestones
• Fund limitation
• Cost estimate
• Project configuration management requirements
• Project specifications
• Approval requirements
The key output from the Define Scope process is the Project Scope Statement. The scope statement
details what is included in the project, what is not included in the project and requires input from
stakeholders and subject matter experts alike.
The details outlined above are a partial listing of what can be found in the project scope statement -
these details can be as unique as the project or the industry in which the project is being implemented.
Exam Tip: The Project Scope Statement includes the requirements and the work needed to deliver the
requirements
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-10
Create WBS
One of the most important tools in your project management arsenal is the creation of a WBS. If you
have not created one before, this can be one of the most misunderstood aspects of the project
management process. The WBS is not simply a list of activities that need to be performed, but a
structured hierarchy created by the performing organization and stakeholders that keeps work from
‘falling through the cracks’ and allows for team buy-in of all the work.
WBS Defined
The picture above shows a generic version of the WBS. Notice that it resembles an org chart in its
construction. There are any number of software tools that can help you programmatically create a WBS.
Inputs Outputs
Tools and
Techniques
Scope Management Plan
Project scope statement
Requirements
documentation
Enterprise Environmental
factors
Organizational process
assets
Scope baseline
Project document updates
Decomposition
Expert judgment
Project
Phase 1
Deliverable
1.1
Work
Package 1.1.1
Deliverable
1.2
Work
Package 1.2.1
Work
Package 1.3
Phase 2
Work
Package 1
Work
Package 2
Subproject 1
Deliverable 2
Work
Package 2.1
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-11
In outline form, the WBS can become a template and something that is part of your organizational
process assets. This template can be customized for use on different projects without having to design
it from scratch each time you start a project.
If you work in an organization that does not use a WBS on its projects, do yourself a favor and do it for
yourself. While other people are losing sleep over project deliverables your project will be well under
control because you have effectively utilized this critical tool.
Exam tips:
A higher level above a work package is called a ‘control account’. PMI states a control account is a
control point where scope, cost, and schedule are compared to earned value for performance
measurement. While a control account can contain multiple work packages, a work package can only be
associated with only one control account.
16
Code of accounts: Any numbering system that uniquely identifies each component in the WBS
17
Chart of accounts: A list of all account names and numbers used in a company's general ledger.
WBS Benefits
The purpose of a WBS includes the following:
• Graphical hierarchy approach clearly identifies all work and allows for clear understanding
• Serves as communication tool among stakeholders
• Allows team to get their arms around the project and promotes team buy-in
• Becomes the foundation for planning
• A tool for evaluating scope changes
• Possibly useful as a template for future similar projects
• Allows team members to understand how their work fits in the project
While the WBS resembles an org chart, it is really a structure that defines, at the highest levels, how the
organization thinks about the work:
• Successive drill downs occur until work packages are created
• Work packages are deliverable focused
Exam tip: substitute your concept of ‘tasks’ with the term 'activity'
Exam Tip: Decomposition is what you do to break down work to manageable work packages. The
'Create WBS' is the process you use to do it.
Exam tip: the WBS does not show cross-functional dependencies between work packages
16
PMBOK® Guide, 5th edition, p. 121
17
PMBOK® Guide, 5th edition, p. 421
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-12
WBS Dictionary
The WBS Dictionary contains:
• Description of the work to be done
• Who is responsible for delivering the work
• Quantified deliverables
• Activities and milestones
• Schedule for the work
• Assumptions
• Cost estimates
• Acceptance criteria
•
Interdependencies
The WBS dictionary is one of the most important documents you can create outside of the project
management plan. It outlines in specific detail the elements in the work breakdown structure defining
ownership, due dates, dependencies, and acceptance criteria, and other elements. An example of a WBS
Dictionary template is shown on the following page.
Notice that in addition to the fundamental information (name, owner, resources, due date, cost,
duration, and acceptance criteria, etc), this page also has information about cross-functional activity
dependencies; dependencies on the prior activity or dependencies involving the successor activity.
These dependencies can be identified here and detailed in the Activity Attributes of the activity.
“The development of the WBS Dictionary often uncovers ambiguity or other errors in the WBS itself, and
results in revisions to the WBS”
18
18
Practice Standard for Work Breakdown Structures, Second edition, p 16, PMI® 2006
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: Project Scope Management 5-13
Name of Work Package or Activity WBS Number Due date
Owner Dependencies
Predecessor Successor
Assigned Resources Cost Duration
Work Package Description
Work Package
Deliverables
Acceptance Criteria
Assumptions
Delivered by __________________ Date______ Approved by _________________ Date______
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: Project Scope Management 5-14
Validate Scope
The Validate Scope process is what you do to gain formal acceptance of the work product(s) and
deliverables on the project from the stakeholders. Validate Scope occurs in the Monitoring & Control
process group.
What do you need to validate scope? Below are some key inputs that will help you:
• Requirements Documentation
• Requirements traceability matrix
• The detailed Scope Statement
• Validated Deliverables from Control Quality
Exam Tip - exam questions will rarely ask you directly about scope validation, however they will use
phrases such as:
Obtaining customer sign off
Review of deliverables
QC inspection/audit
Requirements validation
Work product verification
These are all scope validation questions.
When Scope Validation Occurs
How do you know when you are ‘done’?
Scope validation primarily concerns itself with formal acceptance of deliverables by the customer. As
such, it can occur not only at the end of the project, but also at the end of every project phase. As a
result, delivered scope elements can be verified progressively as the project unfolds. This avoids the
'one-shot deal syndrome', where the product is only verified at user acceptance testing just prior to
Inputs Outputs
Tools and
Techniques
Project management plan
Requirements documentation
Requirements traceability
matrix
Verified deliverables
Work performance data
Inspection
Group decision
making techniques
Accepted deliverables
Change requests
Work performance
information
Project document updates
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: Project Scope Management 5-15
release into production. Constant scope verification of deliverables allows the project manager and the
project team to make incremental course corrections as the project progresses to ensure successful
delivery.
Exam Tip: Understand that Validate Scope is similar to Control Quality. The difference is that:
• ________ ____________ is the process of formalizing acceptance of the completed project
deliverables by the customer
• _________ _________ is the process of monitoring and recording results of executing the
quality activities to assess performance and recommend necessary changes. Control Quality
usually occurs first because we generally verify the quality requirements prior to verifying with
the customer that we are 'done'.
Control Scope
For the purposes of the exam, controlling scope means that you are measuring the work product against
the scope baseline and that you are doing so frequently to ensure that the project stays on track.
This means that:
• You have a clearly defined scope baseline from project management plan
• You have verified the scope against the requirements traceability matrix
• You are measuring project performance against the scope baseline using variance analysis
techniques to determine whether preventive or corrective actions are required.
• You are determining the impact of scope changes against the timeline, budget, quality and product
configuration
Inputs Outputs
Tools and
Techniques
Project management plan
Requirements documentation
Requirements traceability
matrix
Work performance data
Organizational process assets
Work performance information
Change requests
Project management plan
updates
Project document updates
Organizational process assets
updates
Variance analysis
Goal: change requests and updates
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: Project Scope Management 5-16
Since the process is fundamentally proactive, the project manager's job is also to focus on preventing
unnecessary changes to the project - prevention of ‘scope creep’ is a big factor here.
Scope Control Methods
A key to controlling scope on a project is to determine where changes on the project are coming from,
and how to limit the effect.
Preventing or eliminating scope creep on a project demands the implementation of an enforced change
control system that requires:
• All requested scope changes must be documented
• All requested scope changes must perform an impact assessment
• All requested scope changes must be reviewed by the customer, the performing organization
and the CCB (change control board)
• All requested scope changes can be either accepted or rejected
A key element in controlling scope is to have an enforced change control system that does not allow for
undocumented, unapproved changes. In organizations that have large complex systems, undocumented
changes can wreck havoc and cost millions. As organizations increase in size and the complexity of their
systems increase, it becomes more important to have a documented and enforced change control
process. The control of ‘scope creep’ and gold plating becomes a key process in scope control.
Quick quiz:
As the project manager on a large global hardware and software deployment, senior management feels
that one of the best risk avoidance strategies is to have a firm grasp on change control. As a result, they
want you to control scope creep and keep it to an absolute minimum. When discussing this with
stakeholders, it turns out that the stakeholders have very different ideas on what constitutes scope
creep. Which of the following is the BEST definition of scope creep?
a. Changes to the project through the change control system
b. Any variance to the scope baseline
c. Adding unapproved scope to the project while being held to your original time and cost estimates
d. The performing organization decides to add features to the project that they think the customer will like
without gaining formal approval first
Exam Tip:
For the exam, the Project manager is responsible for controlling unnecessary changes to scope and for
ensuring enforcement of the organization’s change control system for the project.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-17
Project Scope Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Scope Management processes are shown
below. Know these process interactions for the exam.
• The key tools and techniques:
o Create WBS uses Decomposition as the key tool & technique
o Validate Scope uses Inspection as the key tool & technique
o Control Scope uses Variance Analysis as the only tool & technique
In Summary…
This section discussed scope management, including:
• The components and importance of a detailed scope statement and scope management plan
• Requirements and requirements collection methods
• Requirements traceability matrix
• How and why a WBS is created
• The scope baseline
• The definition of scope terms, such as work package, WBS dictionary, and decomposition
• The process of scope validation
Integration
Develop Project Charter:
Project Charter
Define Scope:
Scope Statement
Quality
Control Quality:
Verified deliverables
Stakeholder Mgt.
Identify Stakeholders:
Stakeholder Register
Create WBS:
Scope Baseline
Validate Scope:
Accepted Deliverables
Control Scope:
Work Performance
Measurements
Change Requests
Collect
Requirements:
Requirements
Documentation
Requirements
Traceability matrix
Initiating ExecutingPlanning Monitoring and
Controlling
Integration
Develop Project
Management Plan:
Project Management Plan
Plan Scope
Management:
Scope Mgt. Plan
Requirements Mgt.
Plan
Stakeholder Mgt.
Plan stakeholder Mgt:
Stakeholder Mgt Plan
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: Project Scope Management 5-18
Scope Process Check
Match the process to its definition:
___Plan scope management A. The process of subdividing project deliverables in
project work into smaller, more manageable
components
___Collect requirements B. The process of formalizing acceptance of the
completed project deliverables
___Define scope C The process of determining, documenting, and
managing stakeholder needs and requirements
to meet project objectives
___Create WBS D.
The process of creating a plan that documents
how the project scope will be defined, validated,
and controlled
___Validate scope E. The process of monitoring the status of the
project and product scope and managing changes
to the scope baseline
___Control scope F. The process of developing a detailed description
of the project and product
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: Project Scope Management 5-19
Chapter Five Memory Check
1. Adding features to a product that were never requested by the customer is called ____ _______
2. Uncontrolled work added to a project by the customer without any adjustment for timeline or
budget is called _______ _______
3. The scope baseline consists of the ________________, ____, and the _____________
4. The ________ scope are the requirements relating to the project deliverables, whereas the
__________ scope refers to the work needed to create the deliverables
5. The key output that tracks requirements, the source of the requirement and the requirement
completion status is called a ___________________________________
6. The output that is used by the team to get their arms around the project, serves as a
communication tool for stakeholders, and is used by the team to see how their work fits into the
project is called a _______
7. The lowest level in a WBS is called a ____________________
8. The _____________________ shows cross functional dependencies between work packages
9. The key output of the Validate Scope process is ________________________
10. The two processes in the Monitoring and Controlling process group for Scope are: ___________
and ______________________
11. The process of breaking down work into manageable work packages is called _______________
12. Formalizing acceptance of the completed project deliverables is called ___________________
13. The level above a work package is usually called a______________________
14. The process of determining what will be and what will not be included in the project is called
______________ _____________
15. The tool used to capture the ‘voice of the customer’ is called_________
16. The 4 group decision voting methods are called __________,__________, __________, and
_________________
17. The four processes in the Planning process group for scope are: _________________,
_________________, ____________,_____ ________________
18. The key outputs of the Plan Scope Management process are the __________ ______________
______________ and the ________________ _______________ ____________
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: Project Scope Management 5-20
Chapter 5 – Test
1. The scope baseline consists of which of the following elements?
a. Project management plan, WBS, scope statement
b. Scope statement, risk management plan, WBS
c. WBS dictionary, project management plan, scope statement
d. Scope statement, WBS, WBS dictionary
2. The WBS is used for all of the following with the exception of:
a. Allowing for team buy-in of the project
b. Showing cross functional dependencies between work packages
c. A communication tool between stakeholders
d. Shows the team how their work fits into the overall project
3. Validate Scope defines a process that:
a. Allows the customer to verify what was built against the requirements
b. Occurs at the end of the project prior to closing
c. Formalizes acceptance of completed project deliverables
d. Verifies the scope management plan is aligned with the project management plan
4. Two team members are having a discussion about where certain project documentation should exist.
They're discussing several elements of the WBS between which there are dependencies. Wherecan this
information be found?
a. WBS
b. Detailed scope statement
c. Scope management plan
d. WBS dictionary
5. Your project team has come to you with an issue. It appears that during the requirements elaboration
process there was a disagreement between the members of the technical team regarding what had to be
built to satisfy a user requirement. As a result, some of the technical team members created features in
the deliverable that the customer did not really ask for. What would have specifically helped to avoid this
situation?
a. Requirements management plan
b. Requirements traceability matrix
c. Scope statement
d. WBS
6. Your stakeholders, a group of seven Ph.D.'s, have met to discuss the merits of moving forward with the
project in a specific direction. The discussion started out fairly calmly until a point of contention was
identified. At this point, the discussion began to escalate into an argument and finally ended in a shouting
match between two of the Ph.D.'s. In addition, one of the members of the team had a differing opinion
from his boss (one of the people engaged in the shouting match) and was reluctant to express his real
views in the meeting. Which of the following would have been the best approach to avoid the previous
scenario?
a. Delphi technique
b. Analytic hierarchy process
c. The KJ method
d. QFD
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: Project Scope Management 5-21
7. The team has been progressing ahead of schedule on their project deliverables. So far the customer is
very pleased with the results and has commended the team for doing an outstanding job. At the last staff
meeting one of the technical team members informed you that while he was working in the system, he
noticed an issue that needed to be addressed. While it wasn't defined in the work breakdown structure,
he ascertained that the fix would take at most an hour and wouldn't impact the deliverable. “In fact”, he
stated, “the customer will probably like what I did “. As the project manager, you talk to this technical
team member off-line and inform him that what he has done is actually considered to be:
a. Scope creep
b. An undocumented change
c. Gold plating
d. WBS anomaly
8. Your project team members need to know, in very specific terms, what work needs to be completed on
the project. Which of the following is the least useful in describing what that work is?
a. WBS dictionary
b. The product scope
c. The project statement of work
d. Requirements traceability matrix
9. What is scope decomposition?
a. Breaking down the work into increments of less than 40 hours each
b. Breaking down the work to the work package level
c. Breaking down the work to the lowest level of detail possible
d. Breaking down the work by functional area
10. Who ultimately controls changes to scope on a project?
a. The project manager
b. Senior management
c. The change control board
d. The customer
11. A key input to collect requirements process is?
a. The project management plan
b. The project charter
c. The scope statement
d. The risk register
12. A key stakeholder has been very difficult to manage on the project. He has been difficult to engage
regarding his needed requirements for the project and frequently describes requirements in vague
generalities. Then when something is delivered, he will complain that he was misunderstood or that the
technical team ‘screwed up' his requirement. Last week he demanded a change in scope and insisted that
it be completed by the end of the week. After the change was implemented he was shocked at the price
tag and immediately escalated to senior management, claiming that the technical team was 'raking him
over the coals'. The project manager had provided him with all the necessary documentation to
understand the nature and scope of the change. What was the most likely element that the project
manager may have omitted in this case?
a. CCB approval
b. Determining the need for change
c. Ascertaining cross dependencies for the change
d. An impact assessment
13. Who creates the scope baseline?
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: Project Scope Management 5-22
a. The project team
b. The project manager
c. All the stakeholders
d. Senior management
14. What is the best definition below of the difference between the Collect Requirements process and the
Define Scope process?
a. Collect Requirements is really a part of Define Scope
b. Collect Requirements details stakeholder needs while Define Scope describes in detail, the
project
c. Collect Requirements addresses all the detail necessary to deliver the product of the project,
while Define Scope identifies project boundaries and constraints
d. Both Collect Requirements and Define Scope use facilitated workshops as a tool and technique
15. The project management plan is an input to which of the following?
a. Define scope
b. Control scope
c. Create WBS
d. Collect requirements
16. A project stakeholder identified a defect that they want fixed immediately. You raise the defect with the
technical team at the next technical team meeting. After reviewing all the documentation in the
configuration management system,you discover that the so-called 'defect' is really an enhancement
request. What is the next thing you should do as the project manager?
a. Report the stakeholder to senior management for a violation of company policy
b. Ignore the defect report. Treat it as a change request to perform a formal impact assessment.
Show it to the stakeholder and ask him how he wants to proceed
c. Engage the stakeholder’s manager to discuss what can be done to keep the stakeholder honest
in future encounters
d. Meet with the stakeholder to discuss the discrepancy. The defect may simply be a missed
requirement that needs to be addressed as a formal change
17. Collecting the voice of the customer is a tool and technique contained in which process?
a. Define Scope
b. Create WBS
c. Collect Requirements
d. Verify Scope
18. One level above the work package that helps identify cost centers or a charge code for the purposes of
project accounting is known as a what?
a. Component level
b. Control account
c. Cost breakdown structure
d. Component package
19. The project team is tackling some work that they have never tried before - this represents groundbreaking
work on the project you're managing. As a result they're looking for different ways of organizing the
work, and specifically organizing the particular jobs needed to complete the project. They want to make
sure these jobs are organized in the most efficient method possible. One of the most effective tools to
help the project team organize how they think about the work is:
a. QFD process
b. Nominal group technique
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: Project Scope Management 5-23
c. Delphi technique
d. Affinity diagrams
20. The project you are managing is about 75% complete and at the monthly meeting with senior
management, one of the key points is to review the variance analysis on the project. What is the purpose
of the variance analysis?
a. It measures project variances against scope baseline
b. It measures the variances between the requirements traceability matrix and the WBS dictionary
c. It measures variances between the scope statement and project management plan
d. It focuses on measuring cost variances only
21. You are working with a highly experienced technical team; each member has a minimum of 15 years
experience. You are hosting a meeting for the team to discuss the best way to move forward with the
project from a technical standpoint. There are number of different requirements that have been
discussed, however one of the team members is behaving like a heckler - making fun of ideas he thinks
are not viable or telling people flat-out that they're wrong. This is beginning to disturb some of the other
team members who have started to visibly disengage from the meeting. You ask this individual what the
problem is and he responds, “Who died and put you in charge?” Once the meeting adjourns, you pay a
visit to this team member’s manager and are prepared to write-up this individual for insubordination.
However what is probably the real problem?
a. Lack of a work breakdown structure
b. Absence of the requirements traceability matrix
c. No project charter
d. A flawed scope baseline
22. When performing the scope control process, which of the following statements is correct?
a. Scope control validates the delivered scope for the project
b. The work performance measurements produced are part of the PMIS
c. The inspection process is a key tool and technique used in scope control
d. Scope control is performed in concert with other control processes
23. You are in the requirements collection phase of the project. While a number of JAD sessions were held
with the customer, there were still a lot of unanswered questions. The technical team lead decided that
implementation of the QFD process would be best to collect the ‘voice of the customer’. The project
team has decided it would be best to visit the customer’s facility to understand how the customer
performs their work. The process of going to where the work gets done to observe the customer is called:
a. Ishikawa process
b. The Taguchi process
c. Gemba
d. The KJ method
24. The project management plan, validated deliverables, requirements documentation, and requirements
traceability matrix are all considered:
a. Outputs of the scope control process
b. Inputs to the validate scope process
c. Inputs to define scope process
d. Tools and techniques of the scope verification process
25. Your team has just completed some work on a project and has submitted it to the users for verification.
Once the users verify the results of this phase of the project, the team can start planning the next phase
of the project, and it appears that you'll be ahead of schedule and slightly under budget to everyone's
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-24
surprise! The customer reviews the work product and is satisfied that it will meet the needs of the project.
This is called:
a. An accepted deliverable which is an output of control scope
b. An accepted deliverable which requires formal sign off and approval by the customer
c. An accepted deliverable which is really an output of quality control
d. An accepted deliverable which requires project manager approval
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Scope Management 5-25
Chapter 5 Test – Answers
1. D – Scope statement + WBS + WBS dictionary is the scope baseline
2. B – The WBS does not show cross functional dependencies between work packages
3. C – Formalizes acceptance of completed deliverables via a sign-off
4. D – The WBS Dictionary
5. B – The requirements traceability matrix tracks each feature and element in the deliverable back to a
requirement. This is a useful approach for preventing gold plating – giving the customer something they
did not request.
6. A – The Delphi technique is specifically designed to prevent bandwagonism and avoid head-to-head
confrontations. It focuses the team on the facts and pulls the emotion out of the equation
7. C – This is a clear case of gold plating. While it falls under the general category of scope creep ( answer A)
and also an undocumented change (answer B), what the resource has done is a specific type of
undocumented scope creep called gold plating
8. C – The project statement of work provides the least level of detail – it is an input to develop the project
charter and is an Initiating activity. It is a “narrative description of products or services to be delivered by
the project” PMBOK® Guide, 5th edition, p 75. It references the 1) Business need, 2) Product scope
description (product characteristics) and 3) the Strategic Plan
9. B – Breaking the work down to the work package level
10. D – Of course it’s the customer. Ask yourself, who is cutting the check for you to do all that work and what
are they willing to pay for? The PM certainly doesn’t and the CCB doesn’t fund your project. Sr.
Management can be subsumed under the customer heading.
11. B – The project charter. The ONLY input listed in the answer set to Collect Requirements is the Project
Charter, PMBOK® Guide, 5th edition, p 111
12. D – With a clear impact assessment outlining the additional timeline, resources and budget, there would
be no ‘sticker shock’ surprises.
13. A – Stakeholders have input but the actual scope baseline is created by the project team
14. C – The collect requirements process defines customer needs. The scope includes not only the
requirements of the product, but the project scope including risks, constraints, and assumptions. PMBOK®
Guide, 5th edition, pp112, 120
15. B – Control scope is correct. PMBOK® Guide, 5th edition, p. 106
16. D – Answers A and C assume the stakeholder is dissembling. Answer B might shock the user. Discussing
the issue with the user and providing options is the best approach
17. C – The voice of the customer is part of QFD, which in turn is considered a facilitated workshop technique,
which it turn is a tool and technique of Collect Requirements
18. B – Control account is the only answer. PMBOK® Guide, 5th edition, p. 132. All the other answers are
made up.
19. D – The affinity diagram is specifically designed for this function
20. A – It measures project variances against the scope baseline
21. C – The first part of the question is a red herring. The issue is that the team member doesn’t recognize the
PM’s authority. This would have been addressed in the project charter
22. D – Scope control is performed simultaneously with the other control processes in the other knowledge
areas. “Project scope control…is integrated with other control processes” PMBOK® Guide, 5th edition p
125.
23. C – Gemba is the only possible answer. QFD is a tool for “collecting customer needs, also known as the
Voice of the Customer (VOC)”. PMBOK® Guide,5th edition, p 114. The Gemba process is an integral part
of QFD.
24. B – Inputs to the validate scope process. PMBOK® Guide, 5th edition, p. 133
25. B – The accepted deliverable requires signoff by the customer
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-1
Chapter 6 : Project Time
Management
Section Topics:
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
Section Objectives
In this section, you will be able to:
• Put the time management processes into PM process groups
• Define network diagrams and explain two ways to draw a network diagram
• List five techniques that can be used to estimate time
• Calculate critical path
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: Project Time Management 6-2
Project Time Management Process Summary
The high level Project Time Management output elements, by Process Group are:
Initiating
Planning Executing
Monitoring and Controlling Closing
Schedule Management Plan
-Activity list
-Activity attributes
-Milestone list
-Schedule Forecasts
-CRs
Schedule Network Diagrams Various document updates
-Activity Resource
Requirements
-Resource breakdown structure
Activity duration estimates
Schedule baseline
Time Management
One of the key jobs of the project manager is to ascertain if the project can meet its required end date,
and develop options to ensure this will occur. This must all occur before project execution begins.
Therefore the predominance of the processes in Time Management occurs in the planning phase; each
process occurring in logical order, culminating in the development of the schedule. The purpose of the
time management process is to determine a scheduling method, select a scheduling tool, and collect
Plan schedule management
Define activities
Sequence activities
Estimate activity resources
Estimate activity durations
Develop schedule
Control schedule
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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: Project Time Management 6-3
project information to produce a schedule model. The schedule model is used to create the project
schedule.
Plan Schedule Management
The Plan Schedule Management process defines policies, procedures, and documentation for managing
and controlling the project schedule. Like the other management plans that are created as outputs to
other knowledge areas, the schedule management plan can be formal or informal, generalized or highly
detailed. The schedule management plan is usually used to establish the following:
• Scheduling methodology and tool
• Level of accuracy - used to determine control thresholds at which action can be taken
• Units of measure - defined for each resource which can include people, facilities, equipment,
etc.
• Organizational procedure links that tie back to the WBS
• Project schedule model maintenance - used to update status and record progress of the project
• Control thresholds - the specific limits at which corrective actions may need to be taken. This
can be ascertained in the form of a variance analysis
• Rules of performance measurement - can be expressed in terms of earned value management
rules or other measurement rules of performance and can specify any of the following:
• Rules for establishing percent complete
• Control account levels
• Earned value measurement techniques
• Schedule performance measurements including schedule variance (SV) and the schedule
performance index (SPI)
• Reporting formats - formats and frequency of reports
•
Process descriptions
Inputs Outputs
Tools and
Techniques
Project charter
Project management plan
Enterprise environmental
factors
Organizational process
assets
Schedule management
plan
Expert judgment
Analytical techniques
Meetings
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: Project Time Management 6-4
Define Activities
Defining activities essentially means we are defining what we are doing to implement the product of the
project. It is here where we define what is being delivered for the project. While the WBS identifies
deliverables down to the work package level, work packages are further decomposed into activities
which identify the actual work necessary to complete the work package.
For the exam, understand that the term ‘activity’ is what PMI uses instead of the word 'task'. Activities
are the foundation of providing estimates for budgets, scheduling, executing, and monitoring and
controlling of project work.
The primary output from the process is the activity list; it describes what activities have to be performed
to deliver the product of the project. Note at this point that it is simply an unordered list; no resources
have been assigned, no durations have yet been developed.
The activity attributes give us detailed information about what is needed to fulfill the activity and details
any functional dependencies between the activities.
The milestone list can be used to identify major or minor milestones of completion for the project.
Sequence Activities
Inputs Outputs
Tools and
Techniques
Schedule management plan
Scope baseline
Enterprise environmental
factors
Organizational process
assets
Activity list
Activity attributes
Milestone list
Decomposition
Rolling wave
planning
Expert judgment
Inputs Outputs
Tools and
Techniques
Schedule management plan
Activity list
Activity attributes
Milestone list
Project scope statement
Enterprise environmental
factors
Organizational process
assets
Project schedule
network diagrams
Project document updates
PDM
Dependency
determination
Applying leads and lags
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-5
After the activities are defined, they can be put in the proper order - this is called activity sequencing.
We determine if there are activities that must occur earlier in the process versus later in the processes
and if there are any dependencies between the activities. The tool that we use to diagram these
dependencies is called the precedence diagramming method (PDM) and will be detailed on the
upcoming pages. There are various commercially available software tools that can be used to graphically
identify the sequence of activities. These tools are called network diagramming tools. For the purposes
of the exam we will address the key approach - the precedence diagramming method (PDM) - on the
upcoming pages.
The key output from this process is to create a schedule network diagram.
Network Diagrams
A Network Diagram is similar in appearance to a flowchart, but there the resemblance ends very quickly.
A network diagram is useful for the following reasons:
• Illuminates dependencies between activities
• Assigns durations to each activity
• Graphically identifies the workflow so the project team can understand the sequence of events
• Helps justify the time estimate for the project
• Identifies the critical path
An example of a network diagram appears below, minus any identifying markings.
Notice that the diagram resembles a flow chart in design.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-6
Precedence Relationships
There are four types of precedence relationships in the precedence diagramming method (PDM); also
known as the activity on node (AON) approach:
1. Finish-to-start: I must complete activity ‘A’ before I can start activity ‘B’. For example: I must
drive pilings for the apartment building before I can start construction on the steelwork. About
95% of all relationships in a network diagram use the finish-to-start relationship:
2. Start-to-start: I must start activity ‘A’ before I can start activity ‘B’. For example: I must start
clearing the driveway of snow before I start applying rock salt.
3. Finish-to-finish: I must complete activity ‘A’ before I can complete activity ‘B’. For example: I
must finish installing CAT 5 cable before I can complete hooking up PCs to the network. Most of
the remaining 5% of network diagram relationships consist of the start-to-start, or finish-to-
finish relationship
4. Start-to-finish: I cannot complete activity ‘B’ until I start activity ‘A’. This approach is rarely used
and you may wonder how this could possibly work. For example: let's say there was a lot of
work you could complete in activity ‘B’ except one specific piece. A specific element is handled
at the start of activity ‘A’. Once activity ‘A’ has been started and the needed element has been
completed, activity ‘B’ can also be completed
Activity A Activity B
Activity A
Activity B
Activity A
Activity B
Activity A Activity B
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: Project Time Management 6-7
Activity on Arrow
This is also known as the AOA diagram. NOTE: While this element is no longer mentioned in the
PMBOK®
Guide,
5th edition, it continues to appear on the exam.
Activities are defined on the arrow – thus an activity is read as A-C or C-D. The dashed line is a dummy
activity – they are sometimes needed to show multiple dependencies. Dummies carry a duration of
zero.
GERT
For the exam, you'll not see any questions about how to implement a GERT chart. You need to know
what a GERT (Graphical Evaluation and Review Technique) chart is, that it allows for conditional
branching and loops, and that's it.
Network Dependency Types
The activity sequencing process is determined based on the followingfourtypes of dependencies in your
network diagram:
• Mandatory Dependency - the mandatory dependency describes elements that are legally or
contractually required, or that are inherent in the nature of the work i.e. I must complete
activity ‘A’ before I can start activity ‘B’. This is also called ‘hard logic’.
• Discretionary Dependency- in this case the dependencies are determined by the project team.
This type of dependency can also be called 'preferred', 'preferential', or 'soft logic'. This type of
logic is used based on how the organization prefers to handle specific dependencies.
A
D
E
C
B
Start End
Build Test
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: Project Time Management 6-8
• External Dependency - you are dependent on the needs of a third party or external
organization, such as federal government, state government or a supplier.
• Internal Dependency - describe precedence relationship between project activities that are
usually within the project team's control e.g. I might have to build part of my software before
another part due to a management requirement.
Quick Quiz:
Q: You are working on a large financial project for a major international bank. The network diagram
has been created for all of the major project activities: there are three parallel paths of development
that all converge onto a single path. At the point of convergence there are some SEC regulations
that need to be addressed before you can continue with the project. What kind of dependency
does this represent?
Milestones
A milestone represents the completion of a key deliverable or of a phase in the project. Milestones are
listed in the project management plan as well as the WBS dictionary and the detailed scope statement.
Milestones can also be used as checkpoints or as part of a high-level executive summary on the progress
of the project. Milestones are frequently used as a mechanism for funding vendor activities. For
example when the vendor reaches a milestone, some percentage of the contract funding is released as a
partial payment.
A milestone list becomes part of:
• The project plan
• The project scope statement
• The WBS dictionary
Leads and Lags
Leadscan be applied on a project as a form of schedule compression also known as 'fast tracking'. For
example: a software project may have requirements in a number of different components. As the
requirements team completes the requirements for the first component, the development team can
start working on its high-level design for the first component, while the requirement team starts
requirements for the second component.
Activity A
Activity B
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: Project Time Management 6-9
A lagis an imposed delay in starting a successor activity. The lag can be internally imposed or externally
imposed depending on the situation. For example: there is a required lag between pouring concrete
footing for a garage and starting to erect the walls of the structure. The concrete may require up to two
weeks to ‘cure’ or set before the walls can be framed and a roof completed. In this case, the two weeks
represents a lag in the project schedule.
Estimate Activity Resources
The estimate activity resources process matches human resources to activities. Think about why this is
important. Who performs an activity will have a bearing on the activity’s duration. A new resource may
take 3 to 5 times longer to complete an activity due to:
• Inexperience
• Lack of knowledge
• Unfamiliarity with the work environment
• Misinterpretation of stakeholder needs
• And others…
Quick quiz:
Q: Which of the following activities do you think involve Estimate Activity Resources?
• You develop a resource breakdown structure (RBS)
• Inquire of subject matter experts what resources will be needed
• Determine resource availability for the project
Activity A Activity B
5d
Inputs Outputs
Tools and
Techniques
Schedule Management plan
Activity list
Activity attributes
Resource calendars
Risk register
Activity cost estimates
Enterprise environmental
factors
Organizational process assets
Activity resource
requirements
Resource breakdown
structure
Project document updates
Expert judgment
Alternatives analysis
Published
estimating data
Bottom-up
estimating
PM software
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: Project Time Management 6-10
• Decompose activities into smaller parts to derive resource estimates
• Analyze the WBS and the activity list
• Perform an analysis of technical difficulty to build and deliver a project component
• Perform an analysis of the type of resources needed for the project
• Consult with HR on organizational resource use policies
Estimate Activity Durations
The Estimate Activity Resources process and Estimate Activity Durations are areas you need to
understand very clearly for the exam. As the project manager, you are responsible for the following
when estimating activity resources and activity durations:
• Obtaining historical information from past projects
• Coming up with your own estimates. If you are taking a project over from another project
manager or there are management imposed constraints, your job is to assess the needs of the
project and not take someone else's word for it.
• Periodically forecasting the end to come up with your own estimates to completion (ETC)
• Reviewing estimates to ensure they are reasonable and checking for duration padding and risks
• Looking for ways to shorten the project timeline through the mitigation, reduction, or
elimination, of risks
• Basing the estimate on the WBS
• Ensuring that the resources who are actually performing the work (the subject matter experts)
are delivering estimates, instead of a stakeholder who is telling you what they think the
estimate should be.
• Managing the project to the schedule baseline
• Knowing when to implement a change if schedule problems occur
• Implementing a process to create the most accurate estimate possible
Inputs Outputs
Tools and
Techniques
Schedule management plan
Activity list
Activity attributes
Activity resource requirements
Resource calendars
Project scope statement
Risk register
Resource breakdown structure
Enterprise environmental factors
Organizational process assets
Activity duration
estimates
Project document
updates
Expert judgment
Analogous
estimating
Parametric
estimating
Three point
estimates
Group decision
making
techniques
Reserve analysis
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: Project Time Management 6-11
• Meeting any agreed estimates with stakeholders
Quick Quiz:
You have received duration estimates for project activities based on inputs from the project team’s
subject matter experts. While the expert judgment of these individuals is valuable, the organization
sees no value in creating a work breakdown structure (WBS). They are insisting on receiving the
duration estimates within 48 hours and have set an aggressive schedule for completion that is three
months sooner than the estimates from your subject matter experts. What will be your BEST course of
action in this case?
a.
Since you have very little time to create an estimate, take your best guess and pad the estimate
by 50%. This will handle any unexpected turns in the project and enable you to finish on time
b.
You create your own WBS irrespective of what management thinks. Create as much detail in the
WBS as possible given the time constraints, and give management options for how to best
address the aggressive schedule
c.
Management’s aggressive schedule must be met at any cost. Let the team know you're a no-
nonsense project manager and that you will expect them to deliver on management's demands.
d.
Tell management that you can meet their aggressive schedule demands. As the project
progresses look for synergies and improvements that can bring the project in on time to meet
the schedule demands
Duration Estimating Types
Knowledge of the following types of duration estimates is required for the exam:
• Analogous Estimating:
o Project ‘A’ is like 3 previous projects we delivered
o A form of expert judgment
• Parametric Estimating:
o If it takes 1 day and costs x to build a widget then 1000 widgets will take 1000 days and
cost 1000x.
• Three-Point estimating (PERT and Triangular Distribution)
o PERT: A weighted average using statistical methods
o Triangular Distribution: Non-weighted average of three data points
• Bottom-Up estimating:
o A detailed estimate based on reliable historical values
• Expert Judgment: Subject Matter expertise
• Reserve Analysis: covered in Risk Chapter
• One-Point estimate: Based on expert judgment, but has numerous negative effects on the
project:
o Easy for team members to pad estimates
o Resources try to please the boss instead of meeting the needs of the project
o Estimates are highly unreliable and contribute to hidden risks
o Schedules are at best, unrealistic and at worst, unattainable
•
Heuristics: Problem-solving by experimental and especially trial-and-error methods – a rule of
thumb
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: Project Time Management 6-12
Accuracy of Estimating Methods
The description of these methods will be thoroughly outlined in the Cost chapter.
Statistics for the Exam
You will not be asked to perform complex computations for the PMI examination. Everything will be
either add, subtract, multiply, divide, and the occasional exponent. One element you must be very clear
on is the concept of standard deviation (SD or ‘sigma’ level) and what percentage of a normal
distribution of the sigma levels cover.
The diagram above shows a standard normal distribution, otherwise known as a bell curve. For the
exam, understand the following:
• ‘Average’ or ‘Mean’- this refers to the arithmetic mean (not the geometric mean).To derive
the average or mean of any group of numbers, simply total all the numbers in the group and
divide that total by the sample count. Example - compute the average of the following set of
numbers: 2,7,12,17,4,21,23. Adding up all the numbers totals 86. How many numbers were in
the sample: 7. Then divide 86 by 7 to obtain the average: 12.29.
• Standard deviation - this is also called the ‘sigma’ value, usually represented by the Greek
symbol ‘σ’. Standard deviation is a measure of precision; the smaller the standard deviation the
tighter the precision.
Approximately:
A range of 1 standard deviation (‘1 σ’)above and below the mean equals 68% of the population.
A range of 2 standard deviations (‘2σ ‘) above and below the mean equals 95% of the population.
A range of 3 standard deviations (‘3 σ ‘) above and below the mean equals 99% of the population.
Brain Dump!
Method Advantages Disadvantages
Analogous Quick, low cost Very ‘rangy’ – a form of expert
judgment,if it’s available
Parametric Can be more detailed
than analogous, faster
than bottom-up
Parameters may not scale,
accuracy can vary - may be
more costly than analogous
Bottom-Up More accurate
Better team buy-in
Longer, higher cost, relies on
WBS accuracy. Team may ‘pad’
estimates
Three-Point (PERT) For well understood
activities can be very
accurate
Can be very inaccurate if
ranges are based on unknown
elements
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: Project Time Management 6-13
See the graphical example below for exact percentages:
Accuracy measures conformance to target values, while standard deviation measures the precision of
the measurements. This will be discussed in greater detail in the Quality Chapter (Chapter 8).
For the exam you may see questions like this:
Q: You are managing a project with a schedule of 18 months. Based on your schedule calculation,
you've determined the standard deviation on the schedule is six weeks. What is the range of the
schedule computation to a 95% confidence factor?
a.
60 weeks to 84 weeks
b.
64 weeks to 80 weeks
c.
66 weeks to 90 weeks
d.
it cannot be determined from the information given
Answer: C
Solution:
1 standard deviation = 6 weeks
2 standard deviations, (95% confidence factor) = 12 weeks
18 months = 78 weeks (52 + 26)
78 – 12 = 66 weeks
78 + 12 = 90 weeks
1 Sigma: 68.26%
Mean
2 sigma: 95.46%
3 sigma: 99.73%
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-14
PERT Calculation
Brain Dump!
The PERT estimate, also described as a Beta Distribution, can be calculated for time or budget. It is
designed to accommodate a range of estimates from the most optimistic, to the most likely, to the most
pessimistic, and then calculates an average.
The PERT estimate, uses a weighted average – notice that the Most Likely estimate is multiplied by a
factor of 4. This is because the PERT is weighted to accommodate the 95% confidence factor of 2
standard deviations. In other words, PERT assumes that the most likely estimate is the most accurate
and should get the heaviest weight in the calculation. Estimates used for PERT can be derived from
published estimating data or expert judgment.
Question –
Your team has gotten back to you with the following estimates for the project:
• Optimistic – 10 weeks
• Most likely - 16 weeks
• Pessimistic - 34 weeks
What is the PERT mean, standard deviation and variance for the schedule?
For the exam, from the example shown above, simply apply the correct formula for the mean to derive
the PERT estimate:
(10+(4*16) +34)/6 = 18 weeks
Use the second formula to compute the standard deviation:
(34-10)/6 = 4
The variance is simply the square of the standard deviation:
(4)
2
= 16
Triangular Distribution
Mean = t
O
+ t
ML
+ t
P
3
Standard Deviation = t
P
– t
O
3
Variance = σ
2
PERT:
Mean = t
O
+ 4*t
ML
+ t
P
6
Standard Deviation = t
P
– t
O
6
Variance = σ
2
Key:
t - time
O- Optimistic
ML – Most Likely
P- Pessimistic
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-15
Exam Tip: you simply need to memorize these formulas and answer the questions that appear.
Real World Note: In real world applications, the PERT estimate is simply a point estimate. In order to
derive probabilities and confidence factors from this estimate, the PERT estimate is processed using the
Monte Carlo analysis. This will enable the construction of a statistical model that will tie specific
confidence factors to the PERT estimate.
Develop Schedule
The development of the project schedule is a culmination of the prior four steps we have just reviewed.
In order to create the schedule we need:
• An activity list
• Correctly sequenced activities
• Activity resource estimates
• Activity durations
The schedule baseline is a version of the project schedule and is a component of the project
management plan. It is accepted, approved and signed off by the project management team. The
schedule baseline documents the accepted schedule performance including start and finish dates.
Exam Tip: The difference between a time estimate and the schedule is that the schedule is calendar-
based. Weekends, holidays, resource availability, vacation days and a host of other elements go into the
final schedule. A time estimate for an activity simply relays how many hours or days it may take to
complete the activity. The time estimate is also called work effort or level of effort.
Inputs Outputs
Tools and
Techniques
Schedule management plan
Activity list
Activity attributes
Project schedule network
diagrams
Activity resource requirements
Resource calendars
Activity duration estimates
Project scope statement
Risk register
Project staff assignments
Resource breakdown structure
Enterprise environmental factors
Organizational process assets
Schedule baseline
Project schedule
Schedule data
Project calendars
PM plan updates
Schedule network analysis
Critical path method
Critical chain methods
Resource optimization
techniques
Modeling techniques
Leads and lags
Schedule compression
Scheduling tool
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: Project Time Management 6-16
Slack and Float
When constructing a network diagram, there may be activities that can be delayed without
impacting the project schedule. These activities are said to contain float or slack. The terms
‘slack’ and ‘float’ are synonymous. For the exam, you need to know the definitions of the three
types of slack/float that you can encounter on a project:
A number of activities in a network diagram occur in parallel. This is because different resources with
different skill sets are able to perform their jobs independently. For example, the jobs of setting up a
database, installing CAT 5 cable, developing a user interface, and installing a phone system all require
different skill sets. It is quite possible to execute these activities in parallel as dependencies between
them may be minimal.
Therefore, it is quite possible that while one path in the network diagram takes 10 weeks, a parallel path
may only take 5 weeks. This is where we address the idea of slack or float in a project timeline.
Slack/float definitions:
• ES - early start, the earliest time in the network schedule an activity can begin
• LS - late start, the latest time in the network schedule an activity can begin without impacting
the late finish (LF)
• EF - early finish, the earliest time in the network schedule an activity can end
• LF - late finish, the latest on the network schedule an activity can end without impacting the
start of a successor activity
Float or Slack can be computed with the formulas shown below.
Slack/float = LS – ES or LF – EF
Free: the time an activity can be delayed
without delaying the Early Start of the successor
Total: the time an activity can be delayed
without delaying the project end date
Project: the time the project can be delayed
without delaying another project
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: Project Time Management 6-17
Critical Path Definition
The critical path in a network diagram is the longest path through the network that produces the
shortest possible completion time for the project. It typically contains zero float. (With PDM sequencing,
can have zero, negative or positive float depending on constraints.) The critical path outlines a series of
mandatory dependencies in what is usually a series of finish-to-start relationships.
Critical Path Exam Tips:
• There can be more than one critical path
• The critical path can change
• The critical path has ___________________float
19
• A path with negative float means you are behind schedule. As the project manager,
your job is to compress the schedule and eliminate negative float
Critical Path: Quick Quiz
Compute the critical path for the network diagram shown above. All durations are in weeks.
Considerations:
• Certain paths merge, for example:
o Activities E and G merge into activity H
o Activities B and E merge into activity F
• Merging paths create schedule dependencies based upon which path takes the longest to
complete
19
PMBOK® Guide, 5th edition p. 177
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: Project Time Management 6-18
The longest path through the network diagram shown above will be the critical path. The solution
appears on the next page.
Critical Path Solution
Notice that:
a.
Activities D and E are in a mandatory dependency relationship: activity D must complete before
activity E begins.
b.
Since the combined time for activities D and E is 7weeks, activity G is not on the critical path
because it only has a duration of 6 weeks
c.
Notice that three paths converge into activity I. We determine the critical path by computing
the duration of all possible paths to activity I:
a. A – B – C-I: 16 weeks
b. A – B – F- I: 15 weeks
c. A – D – E– F-I : 18 weeks
d. A – G – H-I: 18 weeks
e. A – D – E – H-I : 19 weeks
Also notice that there are 2 ‘near critical’ paths, each at 18 weeks: A-D-E-F-I and A-G-H-I. As the project
manager, you would keep an eye on these near critical paths to monitor for any schedule variances.
Either one of these paths could become a parallel critical path or a new critical path if activities along
these paths were delayed.
The diagram that appears below is called an AOA (Activity on Arrow) or ADM (Arrow Diagramming
Method). While this approach is not referenced in the PMBOK® Guide, 5th edition, questions addressing
AOA diagrams still appear on the exam, so we will cover the basics here.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-19
Compute the critical path for the AOA above.
The key to understanding AOA diagrams on the exam:
• You may be given activity descriptions from which you will have to create an AOA diagram
o AOA activities are always identified with two letters; A-B or A-C, etc. This is because
the activity occurs on the arrow and not on the node
o Dummy activities, if present, will be identified
• Dummy activities have no duration but do show schedule dependencies
The key to computing the critical path in the diagram above is to understand the impact of the
dummy activity: completion of activity C-E.
The critical path is: Start – A – C – E – D – End Duration: 35 weeks
Network Diagram Setup
The standard approach to setting up a network diagram is to use what is known as the ‘7-box’ method:
The 7-box method includes a high level description of the activity, an activity ID, a
duration, early start(ES), late start(LS), early finish(EF) and late finish(LF) data.
Since most project managers use software tools to create network diagrams, it is
doubtful that you will ever have to perform this task manually except for the
exam. Thus, a simplified way of setting up a network diagram is to use the ‘4-box’
example shown below. Notice this is a new diagram with different durations.
For each activity, subdivide the box into a quadrant of four smaller boxes. The activity identifier appears
in the upper left-hand corner of the quadrant. The activity duration appears in the upper right-hand
corner of the quadrant. The early start for the activity is shown in the lower left-hand corner of the
quadrant, while the late start for the activity is shown in the lower right-hand corner of the block.If the
early start and the late start of an activity are identical; that activity is on the critical path.
By filling in the values for the early start and the late start, we will be able to compute not only the
critical path for the network, but also show any float or slack in the network diagram. An example
appears below:
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: Project Time Management 6-20
Computing the Forward Pass
Computing the forward pass allows us to ascertain the critical path in the network diagram. Early start
figures are computed for an activity by adding the early start to the duration of the predecessor activity.
For example:
• The early start of activity ‘B’ is derived from taking the early start of activity ‘A’ (0) and adding it
to the duration of activity ‘A’ (2). In this case 0 + 2 = 2. The number 2 now goes in the early start
of activity ‘B’.
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: Project Time Management 6-21
When an activity has two predecessors, how do we determine the early start of the successor activity?
For example, activity ‘G’ has two predecessors: activity ‘A’ and activity ‘D’. What is the early start of
activity ‘G’?
• Adding the early start of activity ‘A’ to the duration of activity ‘A’ yields the number 2.
• Adding the early start of activity ‘D’ to the duration of activity ‘D’ yields the number 7.
When merging paths for a forward pass activity, the largest number wins. In this case the number 7
goes into the early start of activity ‘G’. Look at the diagram above and see where else this concept
applies.
Computing the Backward Pass
The Backward Pass is used to complete the late start computations for the network diagram. In this
case, we take a late start of the successor activity, subtract the duration from the predecessor activity
and the result is placed in the late start of the predecessor activity. For example:
The project is 30 weeks in duration: Activity ‘I” Early start (27) + Activity “I” Duration (3). To derive the
Late start of Activity “I”, we take the project duration (30) and subtract the activity “I” duration (3):
30-3 = 27. Thus, the late start of activity ‘I’ is 27. We derive the late start of activity ‘F’ by subtracting the
duration of activity ‘F ‘ (11) from the late start of activity ‘I’ (27). 27 – 11 = 16. And 16 is the value you
see in the late start of activity ‘F’. We derive the late start of activity ‘C’ by subtracting the duration of
activity ‘C ‘ (8) from the late start of activity ‘I’ (27). 27 – 8 = 19. And 19 is the value you see in the late
start of activity ‘C’.
When an activity has two successors, how do we determine the late start of the predecessor activity?
For example, activity ‘B’ has two successors: activity ‘F’ and activity ‘C’. What is the late start of activity
‘B’?
• Subtracting the late start of activity ‘F’ from the duration of activity ‘B’ yields the number 12.
19 – 4 = 15
16 – 4 = 12
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-22
• Subtracting the late start of activity ‘C’ from the duration of activity ‘B’ yields the number 15.
When merging paths for a backward pass activity, the smallest number wins. In this case the number
12 goes into the late start of activity ‘B’. Look at the diagram above and see where else this concept
applies. For critical path activities, early start and late start numbers will be the same. For any activity
that has float/slack, early start will always be less than late start.All critical path elements will have
identical ES/LS numbers (activities A, D, G, H and I are all on the critical path).
Computing Float and Slack
The numbers above the activities in the network diagram showed the float for each activity. For the
purpose of the exam be very careful how you answer the next questions:
• What is the total float for path A, D, E, F, I?
• What is the total float for path A, B, C, I?
• What is the total float for path A, B, F, I?
If your answers respectively were: 6, 23, and 13, none of your answers were correct. (!)
Exam Tip: when figuring the float for a path, the float values for each activity are not added together.
The path float consists of the highest single value of float in the specific path.
Exam Tip: Critical path activities will have identical Early Start/Late Start dates
(The actual answers are 3, 13, and 10. The largest single path value is the float)
Schedule Compression Techniques
Schedule compression techniques may have to be used to address schedule constraints. There are two
key tools in the project manager's toolbox that will allow the project manager to compress the schedule:
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: Project Time Management 6-23
• Fast Tracking
• Crashing
___________________ allows for the overlapping of activities or setting up activities to run in parallel.
If the dependencies created by running activities in parallel are not managed correctly, this can result in
rework and increased risk. Another issue is resource over-load which can occur if the same resources are
used on an activity and its immediate successor activity. By overlapping these activities or running them
in parallel, the resource can suddenly find themselves putting in a 16 hour day. It is the project
manager's job to ensure this burnout scenario does not occur.
___________________ involves adding resources to critical path activities and always results in
increased costs. This option can also result in having the team work overtime to achieve the project
timeline constraints. This can result in team burnout, and unrealistic expectations regarding the actual
time saved. Doubling the resource pool does not automatically mean that you will be getting twice as
much work done in the same time. This is especially true on a software project. For further information,
read the classic by Frederick Brooks entitled: The Mythical Man Month.
Below are two representations of fast tracking options compared to a current schedule:
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-24
Scheduling Techniques
CPM(Critical Path Method) is the technique we just reviewed that computes the forward and backward
pass in order to determine the critical path and any possible float in the network.
Critical Chain Method
The critical chain method is based on Eliyahu Goldratt's Theory of Constraints and described in some
detail in the book Critical Chain Project Management by Lawrence P. Leach. It is a method of planning
and managing projects that puts the main emphasis on the resources required to execute project
activities. Contrasted to the Critical Path and PERT methods, which emphasize activity order and rigid
scheduling, a Critical Chain project network will tend to keep the resources levelly loaded, but will
require them to be flexible in their start times and to quickly switch between activities and activity
chains to keep the whole project on schedule.
By cutting each task to its 50-50 estimate, we have reduced the project timeline by at least 50%. The
project manager then adds a buffer to the end of the project timeline equal to 50% of the new timeline.
The result is a project timeline that is automatically 25% shorter than the original critical path. See the
example below:
Critical Chain project managers expect resources:
• To start the task as soon as input is received
• Work on the task 100% - no multi-tasking
• Pass on the task output as soon as it is completed
Critical Path Method (CPM)
Critical Chain
Resource Optimization Techniques
Modeling Techniques
Task 1 Contingency ContingencyTask 4ContingencyTask 2 Task 3Contingency
Task 1 Task 4Task 3Task 2
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: Project Time Management 6-25
Critical chain project management also utilizes a technique called a feeding buffer. The feeding buffer is
used on noncritical path activities or on parallel path activities to protect the critical chain from slippage.
The idea is that if any of the activities on the parallel path are delayed only part of the feeding buffer will
be expended without pushing out the end date of the project. An example appears below:
Critical Chain project managers expect 50% of the tasks to overrun (!)
Exam Tip: CCPM accounts for limited resources, adds duration buffers, and focuses on managing the
time buffer and resources. With CPM, the focus is on managing float. With CCPM, the focus is on
managing the buffers. You may see CCPM as a possible answer to several exam questions
Resource Optimization Techniques
Resource Leveling is used to adjust the variation in resource loading, which can vary considerably from
one project phase or time period to the next. The idea is to stabilize the number of resources working in
each time period to prevent resource over-allocation, or when a project phase needs more resources
than are currently available. This can result in a change to the critical path or an extension of the project
timeline. Here is where you can use resource leveling heuristics or guidelines for performing the
resource leveling.
Resource leveling is a network analysis technique that is applied to a schedule after it has been analyzed
by the Critical Path Method (CPM). It is particularly useful for illuminating resource over or under
allocation at any point in the project schedule. In most organizations, however, resource over-allocation
is the issue. Over-utilizing individuals with needed skill sets – e.g. assigning a resource to two or more
tasks simultaneously within the same period - can lead to team burn-out, higher defect rates and other
problems. Resource leveling an MS Gantt chart, where resources are being utilized at 125-150% of their
standard work day, can push out the critical path far past the original schedule end date. See example
below:
Task A Task B Task C Feed BufferTask D
Task 1 Project buffer
Task 4Task 3Task 2
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: Project Time Management 6-26
Notice that Joe and Bill show substantial overlap of activities. When displaying a graph of resource
utilization, notice the following over-allocation levels for Bill. At one point it shows that Bill is working 24
hours in a 24 hour period!
While the original project timeline shows that the project work will complete in 6 weeks, this is a highly
unrealistic estimate. When the timeline is resource leveled, notice the new end-date now sits at 9 weeks
and provides for a consistent 40-hour/week allocation level for each resource. Also notice that the first
two activities were not resource leveled because each activity is now being performed by a different
person:
Resource smoothing, is used to adjust the schedule so that resource requirements on the project do not
exceed predetermined resource limits on the project. In this case the projects critical path is not
changed and the completion date of the project may or may not be changed. Activities can only be
delayed within their free and/or total float boundaries. Using this technique, you may not be able to
optimize all of the resources.
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: Project Time Management 6-27
Modeling Techniques
What if analysis is used in scenario building activities to address the feasibility and the possibility of
meeting the project schedule. This analysis is useful in creating contingency plans in the event that the
schedule requirements have a risk of not being met.
The Monte Carlo analysis constructs a mathematical model based on statistical probabilities. The
accuracy of the model is as accurate as the estimates delivered by expert judgment and /or historical
data. There are any number of commercially available software spreadsheet tools and databases that
allow for the construction of Monte Carlo analysis models.
The Monte Carlo Analysis uses a combination of the PERT estimate and triangular distributions to create
the model, and indicates where further discussion may be needed to minimize or eliminate schedule
risks. The analysis can be performed using a tool such MS Excel® with relative ease, or with more
sophisticated modeling tools such as @Risk®, Crystal Ball®, Minitab®, and others.
While the PERT estimate is useful in describing schedule variances, the primary issue with the PERT
estimate is that it is only a point estimate. In order to get a clear picture of the probability distribution,
the estimates in the model must be run thousands of times in order to draw the cumulative distribution
of possibilities. For the Monte Carlo approach to work:
• It uses a set of random variables called stochastic variables to help generate the model
• It uses the triangular distribution to identify the end points in the model
Exam Tip:The graph of this function is known as an ‘S’ curve and will be outlined in greater detail in the
risk chapter.
.
Bar Charts
ID Tas k Nam e
0
OC Implementation
1Facility buildout
2 Electrical
3 Network conduit and cabling
4 Office furniture
5 Facilty Buildout complete
6Server Room Setup
7 OC Server hardw are
8 OC software
9 Server room com plete
10 Video cam era installation
11 Fixed installation
12 PTZ ins tallation
13 Wireles s infrastructure
14 Rem ote sites
15 Rem ote s erver s etup
16 BMS s ens or s etup
17 wireline & wireles s s etup
23%
100%
100%
100%
100%
9/16
100%
100%
100%
8/26
0%
0%
0%
0%
0%
0%
0%
0%
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Qtr 3, 2005 Qtr 4, 2 005 Qtr 1, 2006 Qtr 2, 2006 Qtr 3, 2006 Qtr 4, 2006
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-28
The diagram shown above is defined by PMI as a network diagram with logical relationships. For the
examination, know that the bar chart is useful for progress reporting and with some of the more
sophisticated bar chart tools (e.g.MS Project), it can allow you to plot multiple critical paths and perform
what-if scenarios. The chart shown above was created from MS Project; it is not a standard bar chart,
but is referred to as a network diagram by PMI. Standard bar charts will appear as simply the bars with
no logical connections of any kind between bars.
As project management planning tools, they are generally inadequate and they are not project
management plans. The original bar chart created by Henry Gantt was developed around 1910 and was
allegedly used for the first time as a scheduling tool during the construction of the Panama Canal.
Exam Tip: Higher-level summary activities that occur between milestones in a bar chart are frequently
called hammock activities
20
.
Milestone Charts
The milestone chart is similar to the bar chart, but it only shows major deliverables and major events in
your project. From this perspective, it is a useful tool for producing executive summaries. The example
shown above is a typical milestone chart representation.
Exam Tip: milestones have no duration, and are simply an indicator that something has been completed
or that a specific goal has been reached
20
PMBOK® Guide, 5th edition, p. 182
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-29
Control Schedule
Control Schedule is contained within the Monitoring and Controlling process group. From the point of
view of the exam, it is assumed that you as the project manager have been implementing sufficient
process to monitor and control the schedule on your project. Unless an exam question states otherwise,
you have been doing your job, you have been measuring the project against the schedule baseline, and
you have been making corrections where necessary to keep the project on track and on time.
Notice that the tools and techniques of controlling the schedule include things like variance analysis,
resource leveling, performing what-if scenario analysis, and schedule compression. If you are truly
performing the process of progressive elaboration, you'll be learning more about the project as the
project progresses. However, the plan is one thing, reality is something else. Take a tip from a 19th-
century Prussian field marshal Helmuth vonMoltke, who succinctly stated: "No plan of battle survives
contact with the enemy. Planning is everything, the plan is nothing".
Controlling the schedule involves planning and replanning, measuring the result, making adjustments,
adjusting metrics, adjusting progress and status reports, using a disciplined change control process, and
applying your project management 'dental pick’ to control unnecessary changes. Keep all these things in
mind when you think of controlling the schedule.
Inputs Outputs
Tools and
Techniques
Project management plan
Project Schedule
Work performance data
Project calendars
Schedule data
Organizational process assets
Work performance information
Schedule forecasts
Change requests
Project management plan
updates
Project document updates
Organizational process assets
updates
Performance reviews
Project management
software
Resource optimization
techniques
Modeling techniques
Leads and lags
Schedule compression
Scheduling tool
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-30
PDM Exercises
Draw the network diagrams or perform calculations based on the information provided below. All
durations are in weeks.
Exercise #1:
Activity Predecessor Duration
Start -
A Start 2
B A 3
C A 5
D B 7
E B,C 12
F D,E 4
G D,F 6
End E,G -
Answer the following questions:
1. What is the critical path?
2. Where is the float or slack, if any?
3. The customer needs the schedule brought in seven weeks sooner. You discuss options with the
customer and decide to reduce activity ‘E’ by seven weeks. How does this affect critical path?
4. Starting with the original schedule, activity ‘B’ experiences a major discovery and as a result
changes to seven weeks. How does this impact critical path, if at all?
Exercise #2:
Activity Optimistic Most
Likely
Pessimistic Predecessor
A 3 5 13 None
B 4 6 11 A
C 2 4 6 A
D 8 12 22 B
E 7 12 20 C
F 6 10 17 D, E
G 3 6 18 F
End G
1. Compute the critical path
2. Risk on activity E sharply increases 21 weeks due to a major discovery. Which part of the PERT
estimate does this impact and what is the impact on the critical path?
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-31
Exercise #3:
Activity Predecessor Duration
Start -
A Start 4
B A 3
C A 9
D A 5
E B,C 6
F C,D 5
G E,F 10
H F,G 7
I G 9
End H,I
Questions:
1. What is the critical path?
2. What is the near-critical path?
3. If the customer wanted to reduce the schedule by 4 weeks, what would be the resulting float?
4. What would happen if activities 'H' and 'I' change to a finish-to-finish relationship and the
predecessor relationship between activity 'I' and 'G' is eliminated?
Exercise #4:
Activity Duration
Start- A 4
A-B 3
A-C 11
C-D 5
B-E 6
C-E Dummy
E-F 13
D-G 7
G-End 9
F-End 9
Questions:
1. What is the critical path?
2. What is the near-critical path?
3. If the customer wanted to reduce G-End by 2 weeks, what would the critical path be?
4. What would be the simplest way to reduce the schedule by 4 weeks?
(Answers for PDM exercises in Chapter 15).
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-32
Project Time Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Time Management processes are shown
below. Know these process interactions for the exam.
In Summary…
Project time management, covers the following:
• Network diagrams: how to draw AON diagrams
• The CPM, PERT, Monte Carlo simulations, and critical chain to create time estimates
• Calculate leads, lags, slack, float, and critical path
• Crashing and fast tracking a project timeline
Scope
Create WBS:
Scope baseline
Sequence Activities:
Network Diagrams
Integration
Develop PM Plan:
Project Management
Plan
Scope
Define Scope:
Project Scope Statement
Estimate Activity
Resources:
Activity Resource
Requirements
RBS
Develop Schedule:
Project Schedule
Schedule Baseline
Control Schedule:
Schedule Baseline
Define Activities:
Activity list
Activity attributes
ExecutingPlanning Monitoring and
Controlling
Closing
Estimate Activity
Durations:
Duration Estimates
Plan Schedule Mgt:
Schedule Mgt Plan
Integration
Project Management
Plan
Project Charter
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-33
Time Process Check
Match the process to its definition:
___Plan schedule management A. The process of identifying and documenting
relationship among the project activities
___Define activities B. The process of estimating the number of work
periods needed to complete individual activities
with estimated resources
___Sequence activities C. The process of analyzing activity sequences,
durations, resource requirements, and schedule
constraints to create the project model
___Estimate activity resources D. The process of establishing the policies,
procedures, and documentation for planning,
developing, managing, executing, and controlling
the project schedule
___Estimate activity durations E. The process of monitoring the status of project
activities to update project progress and manage
changes to the schedule baseline to achieve the
plan
___Develop schedule F. The process of identifying and documenting the
specific actions to be performed to produce the
project deliverables
___Control schedule G. The process of estimating the type and quantities
of material, human resources, equipment, or
supplies required to perform each activity
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-34
Chapter Six Memory Check
1. The four possible precedence relationships in an AON network diagram are: _____-____-____,
_____-__-_____, ______-__-______, and _____-__-________
2. The diagramming method that allows for conditional looping is called _____
3. The three types of network dependencies are known as: __________, ________, and _______
4. The completion of a key deliverable or a phase in the project is called a ____________
5. Starting a successor activity before the predecessor is complete is called a ____, while a delay
in starting a successor activity is defined as a____
6. The six processes in the Planning process group for Time Management are: ________________,
_________________, _________________________, _________________________,
_______________and _________________
7. Another name for the three point estimate is called _____
8. The most accurate and time consuming of the estimates is called ______-__ estimating
9. The sigma percentages are 1 Sigma = _____%, 2 Sigma = _____% and 3 Sigma _______%
10. The time an activity can be delayed without delaying the project end date is called __________
11. The earliest you can begin an activity is called the ___________, while the latest time in the
network schedule that an activity can begin without impacting the late finish (LF) is called the
____________
12. Conformance to target values is defined as __________, while the precision of the
measurement is expressed as ____________________
13.
The __________________ in a network diagram is the longest path through the network that
produces the shortest possible completion time for the project
14.
The time a project can be delayed without delaying the start of a successor project is called
________________________
15.
The two primary schedule compression techniques are called _________and _____________
16.
The _____________ analysis is used to build statistical models and perform what-if analysis
17.
Stabilizing the number of resources working in each time period to prevent resource over-
allocation is known as _____________________
18.
____________________ project management accounts for limited resources, adds duration
buffers, focuses on managing the time buffer and resources
19.
_____________ describes the time an activity can be delayed before delaying the early start
(ES) of a successor activity
20.
Higher-level summary activities that occur between milestones in a bar chart are frequently
called ________________________
21.
In addition to various updates, a key output of the Control Schedule process is ______
________
22.
An activity that has no durationis called a
___________
23.
Computing the ___________ pass allows us to ascertain the critical path in the network
diagram, while computing the __________ pass is used to determine areas of float or slack in
the network diagram
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-35
Chapter 6 Test
1. The blueprints for the new construction projects have been completed and construction is ready to begin.
While the organization was thinking about erecting a modular structure, they decided on a more
traditional approach. The foundation will be poured and cured before the framing begins. This is an
example of:
a. Discretionary dependency
b. Mandatory dependency
c. External dependency
d. Internal dependency
2. You have determined your project will optimistically take 24 weeks to complete, with a most likely
completion date of 36 weeks and a pessimistic completion date of 72 weeks. Based on this three point
estimate what is the likely completion timeline for the project?
a. 38.4 weeks
b. 39.6 weeks
c. 40 weeks
d. 42.4 weeks
3. A finish to finish relationship is defined as which of the following?
a. Both activities have to finish at the same time
b. The predecessor has to finish before the successor can finish
c. Both activities are on the critical path
d. The predecessor has a defined lead while the successor has a defined lag
4. Your project is experiencing resource constraints at certain times in the project timeline, requiring you to
adjust start and finish dates on the schedule. What tool is best to use in this situation?
a. Resource leveling
b. Feeding buffer
c. Critical Path method
d. Resource smoothing
5. Management from the customer side wants to bring in a project one month earlier than they had
originally planned. Based on the current project timeline, product testing will have to be cut short. You
have reviewed several options with the customer; they have decided that crashing the schedule would be
the best approach to bringing in the project earlier. As a result of customer’s decision, what is your
biggest concern using this approach?
a. Additional expense
b. Availability of additional resources to perform testing in a shorter time frame
c. Customer buy-in
d. Developing an adequate reward system to address the overtime that will be needed to bring in
this project one month early
6. The project optimistic estimate is 10 weeks and the pessimistic estimate is 40 weeks. What is the standard
deviation of the estimate?
a. 4
b. 5
c. 6.7
d. 7.5
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: Project Time Management 6-36
7. What is the most correct definition of the critical path in a network diagram?
a. The shortest path through the network
b. The longest path through the network
c. The longest path through the network that contains zero or negative float
d. The shortest path through the network that cannot be compressed
8. While executing the project it becomes obvious that you're not going to hit your end date. The project
may be delayed by at least two months. This may impact the start date of another project that was due to
start right after yours completed. What type of float best describes this situation?
a. Total float
b. Project float
c. Free float
d. Slack float
9. You have been discussing several estimating options with the project team. Some of the team members
think that this particular project is similar to something that they worked on last year. However, the
technical team has been quick to point out that there are some unknowns on this project that make parts
of the project significantly different from last year's project. As the team starts performing a detailed
analysis of the previous project, they uncover a great deal of historical information that would apply to
the current project. In this situation the best estimating tool would be:
a. Analogous estimate
b. Parametric estimate
c. Bottom-up estimate
d. One-time estimate
10. Due to some uncertainty in your project schedule, you have decided to use weighted time estimates for
the major deliverables. This type of estimate is also known as…?
a. Monte Carlo analysis
b. Beta distribution
c. Parametric estimate
d. Autoregressive moving average
11. You and the project team are planning the work of the project. In addition to all of the planning activities
that you're engaged in, part of the team has been reviewing the customer requirements, and has started
to outline a work breakdown structure as well as create elements of the WBS dictionary, breaking down
the work packages into smaller increments. The most accurate way of describing this is that you are
creating:
a. A milestone list
b. A deliverable list
c. An activity list
d. A scope elaboration
12. The biggest disadvantage of the parametric estimate is?
a. It is just like an analogous estimate
b. It does not take cross-functional dependencies into consideration
c. There really is no disadvantage
d. The solution may not scale
13. You have been discussing a key deliverable with your customer. The discussion has centered on the
accuracy and precision of the deliverable. Customer has indicated that due to the nature of the
deliverable, a high level of precision is not really required. They have indicated to you that a precision of
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-37
slightly less than 70% is adequate and acceptable. In terms of the Sigma reading, this number
approximately translates to?
a. 1 Sigma
b. 2 Sigma
c. 3 sigma
d. 6 Sigma
14. The technical team has asked for multiple estimates on a specific product component’s delivery time.
They fed the results of their measurements into a three-point analysis which identified the optimistic as 4
weeks, the most likely estimate of 7 weeks, and a pessimistic estimate of 14 weeks. The variance equals:
a. 1 and 2/3 weeks
b. 1.29 weeks
c. 2.77 weeks
d. 7.66 weeks
15. The project team is progressing well with all planning activities. They have sat down with the customer for
a JAD session to review some alternatives for proceeding with the project. The customer wants to model
some of the potential paths forward to see which one of these paths offers the best solution. This type of
analysis is best described as:
a. Critical Path analysis
b. Monte Carlo analysis
c. Multi-objective algorithm analysis
d. QFD analysis
16. Management has requested that you look for ways to compress the schedule on your project. It seems
that the end date will be 2 months too late for the business to obtain a marketing advantage for that year.
You and the project team have looked at various schedule compression techniques, and have decided
that fast tracking will be your best approach. What is an advantage and a disadvantage of fast tracking?
a. Some activities can be run in parallel but costs increase
b. Some activities can be run in parallel but risk increases
c. Some activities can be executed as overtime but costs increase
d. Some activities can use the same resources but team burnout is an issue
Activity
Predecessor
Duration
Start
-
-
A
-
5
B
A
4
C
A
6
D
B,C
11
E
C
10
F
D,E
5
G
E
7
End
F,G
-
Create the Network Diagram using the grid above. All times in weeks. Use for the next three questions.
17. What is the critical path of the network described above?
a. A-B-D-F-end
b. A-C-D-F-end
c. A-C-E-F-end
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-38
d. A-C-E-G-end
18. The customer has asked that you reduce activity D by 2 weeks. What impact does this have on the
schedule?
a. None. It is not on the critical path
b. It will reduce the schedule like two weeks
c. It will only work if you also reduce activity B by two weeks
d. It will only work if you also reduce activity F by two weeks
19. The customer has demanded that you reduce the schedule by three weeks. What does this mean in terms
of the Project schedule?
a. You have decided that fast tracking is the best option to pull in the schedule by three weeks
b. You have decided that crashing the schedule is the best option to pull in the schedule by three
weeks
c. Your project has negative float
d. You cannot deliver the project three weeks earlier without impacting project quality
20. You have just been assigned a new project within your organization. After performing an initial analysis, it
has become obvious that you will not have enough resources to complete the project by the requested
due date. You bring your analysis back to the sponsor and to senior management, who respond with, "just
do the best you can". In looking at various scheduling techniques, which of the following would be the
best scheduling approach to handle this situation?
a. Critical Path method
b. Precedence diagramming method
c. Resource leveling heuristics
d. Critical chain method
21. A new design for an ocean-going oil tanker has prompted your organization to produce the first of a new
generation of oil tanker. The project involves a complex project network diagram with a number of
parallel paths. As the project progresses, the single critical path becomes 3 critical paths. As the project
manager, what is your largest concern right now?
a. Managing Communications
b. Managing dependencies between the parallel path activities
c. Managing multiple stakeholders
d. Change Management
22. What is a key output from the Control Schedule process?
a. Work Performance data
b. Change Requests
c. Updates to Enterprise Environmental Factors
d. Risk Register updates
23. The project schedule has finally been completed for the project. In reviewing the resource estimates, you
notice that several key resources have been assigned multiple activities on several parallel network paths.
You have also noticed that the resources for the different time phases vary greatly, sometimes as much as
300%.What scheduling technique would be the best to use at this point?
a. Critical chain
b. Critical path
c. Monte Carlo
d. Resource leveling
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-39
24. What is the primary difference between critical path (CPM) and critical chain (CCPM)schedule
approaches?
a. There is fundamentally no difference
b. CPM focuses on managing float while CCPM focuses on managing buffers
c. CCPM focuses on extensive multi-tasking while CPM focuses on resource leveling
d. CPM uses heuristics while CCPM uses mathematical modeling
25. Six sigma is?
a. 95.46%
b. 99.999%
c. 68.26%
d. 99.73%
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Time Management 6-40
Chapter 6 Test – Answers
1. B - This is a clear example of a mandatory dependency; The foundation must set before you can start
erecting the walls of the structure.
2. C – (24 + 4*36 + 72) / 6 yields 240/6 = 40
3. B - This is the definition of a finish to finish relationship: I must complete activity ‘a’ before I complete
Activity ‘b’
4. A – Resource leveling is the tool that is used in this situation. PMBOK® Guide, 5th edition, p. 179.
5. B – Since the customer has decided that crashing is an option, answer ‘A’ has already been taken into
consideration as well as answer ‘C’. Answer ‘D’ is a complete unknown at this point. Of the four answers,
the biggest concern is whether the testing resources are actually available to do the job
6. B – By straight calculation: (40-10)/6 or 30/6 = 5
7. C – By definition the, critical path is the longest path through the network that contains no float or slack.
After the CP is created, there are schedule compression techniques that can be applied, but each of these
techniques carries risk. (Fast track or crash).
8. B – Project float is the delay a project can incur without delaying a succeeding project. Total float
addresses delaying the project and date. Free float addresses the early start of a successor activity. Slack
float is a made-up term
9. C – The bottom-up estimate is based on verifiable historical data - in other words you're dealing with
things that you've done before. The analogous estimate compares projects at a high level without getting
into detail. The parametric estimate is designed to estimate repetitive activities and forecast a result
based on the estimate from the initial activity. A1-time estimate is a total ‘shoot-from-the-hip’ estimate.
10. B – The weighted average uses the beta distribution or PERT technique. PMBOK® Guide, 5th edition, p.
171.
11. C – The key phrase in the question is ‘breaking down work packages into smaller increments’ which is the
definition of creating activities. Milestones and deliverables are higher levels above the work package.
Scope elaboration is a red herring
12. D – By definition, the biggest disadvantage of the parametric estimate in the answer set is that the
solution may not scale. Answers ‘A’ and ‘C’ are simply incorrect, and answer ‘B’ applies to a WBS
13. A – By definition, one Sigma translates into 68.26%, slightly less than 70%
14. C – Variance is the square of the standard deviation. Standard deviation equals (14-4)/6 = 1.67. Therefore
standard deviation squared equals 2.77
15. B – The technique that uses modeling is the Monte Carlo analysis. Answer ‘C’ is a constrained optimization
method. Answers ‘A’ and ‘D’ are red herrings
16. B – By definition, fast tracking allows you to run some activities in parallel, but the downside is that there
is an increase in risk.
17. D – A-C-E-G yields a critical path of 28
18. A – None. Activity ‘D’ is not on the critical path - shortening it will make no difference.
19. C – Notice the question doesn't ask you what you will do about it – it simply asks you ‘what does this
mean’? What it means is that your project now has a negative float of three weeks
20. D – By definition, the critical chain method deals with scarce resources
21. B - When a single critical path breaks into multiple critical paths, the biggest issue is managing the
dependencies between those parallel activities. Managing communications or multiple stakeholders is
something that you would do regardless of what your project schedule looked like, and a disciplined
change management process is the least of your worries right now.
22. B – Change requests is the only correct answer. Work performance data is an input, updates occur to
organizational process assets (not enterprise environmental factors) and updates to the risk register occur
in the risk process.
23. D – If resources have been assigned simultaneous activities on multiple parallel project paths, then the
resource load on the project can vary as much as 300%. Resource leveling is the only appropriate choice
here
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: Project Time Management 6-41
24. B – By definition, critical path method focuses on managing float while the critical chain project
management method focuses on managing buffers. Answer ‘A’ is incorrect, and answers ‘C’ and ‘D’ are
red herrings
25. B – Per the PMBOK® Guide, 5th edition, six Sigma is defined as 5-nines accuracy or 99.999%
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-1
Chapter 7 : Project Cost
Management
Section Topics:
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs
Section Objectives
On completing this section you will be able to:
• Place cost management processes into PM process groups
• Define various cost estimating techniques
• Define and compute earned value
• Apply all earned value formulas needed for the exam
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-2
Project Cost Management Process Summary
The high level Project Cost Management output elements, by Process Group are:
Initiating
Planning Executing
Monitoring and Controlling Closing
Cost management plan
-Activity cost estimates
-Basis of estimates
-Cost forecasts
-Work performance information
-CR’s
-Cost baseline
-Project funding requirements
Various document updates
Cost Management
There are a dozen questions or so on the exam relating to earned value. If you have never done this
before, don't worry. We will address all the needed computations and formulas relating to cost
management for the exam in the pages following. The process of cost management is generally
documented in the cost management plan. According to PMI, the cost management plan establishes the
following:
•
Level of accuracy - activity cost estimates rounded to a prescribed precision
•
Unit of measure - standard workweek, blended rates for resources and similar measurements
are units of measure for the project
•
WBS procedure links - the WBS component for project cost accounting is called the control
account (CA)
Plan Cost Management
Estimate costs
Determine budget
Control costs
Initiating Planning Executing
Monitoring
&
Controlling
Closing
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-3
•
Control thresholds - levels of variance that are allowed before action needs to be taken
•
Earned value rules of performance
•
Reporting formats
•
Process descriptions
Exam Tip - understand the following concepts for the exam:
•
Life cycle costing- another way of saying this is the 'total cost of ownership’. It is not only the
cost of the car that you must consider, but also what it will cost to maintain the vehicle over its
usable lifetime. Delivering the product of a project is no different.
•
Value Engineering (from Define Scope)- also called value analysis, value management, or value
methodology. It began at General Electric Co. during World War II. Due to shortages of skilled
labor, raw materials, and component parts, Lawrence Miles of G.E. looked for acceptable
substitutes. Frequently, the substitutions often reduced costs, improved the product, or both.
What started out as a constraint was turned into a systematic process which he called “value
analysis”.
Plan Cost Management
The Cost Management Plan establishes how cost on the project will be managed and is primarily
concerned with the cost of the resources needed to complete project work. These costs can also include
lifecycle costs which address recurring costs of using, maintaining, and supporting the product The cost
management plan usually establishes the following:
• Units of measure (e.g. days, weeks, months, liters, gallons, cubic yards, weight, etc.)
• Level of precision (e.g. 2 Decimal Pl. precision, 5 Decimal Pl. precision, rounding up/down,
etc.)
• Level of accuracy (e.g. tolerances or acceptable ranges)
• Organizational procedure links which tie back to control accounts in the work breakdown
structure
• Control thresholds – variance thresholds for measuring cost performance before action
needs to be taken
• Rule of performance measurement – EVM (earned value management) rules of
performance
• Reporting formats and process descriptions
Inputs Outputs
Tools and
Techniques
Project Management Plan
Project charter
Enterprise environmental
factors
Organizational process
assets
Cost management plan
Expert judgment
Analytical techniques
Meetings
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-4
• Additional Details which can include descriptions of strategic funding choices, procedure to
account for fluctuating currency exchange rates, and a procedure for cost recording
Estimate Costs
Cost estimates are based on the analysis of activities that were created in the WBS and further
elaborated in Define Activities (what we are doing) and Estimate Activity Resources (who is doing the
work). Therefore, many of the elements that were required for estimating the schedule are also true for
estimating cost:
•
Obtaining historical information from past projects
•
Coming up with your own estimates. If you are taking a project over from another project
manager or there are management imposed constraints, your job is to assess the needs of the
project and not take someone else's word for it
•
Reviewing estimates to ensure they are reasonable and checking for cost padding and risks
•
Looking for ways to reduce project costs through the mitigation, reduction, or elimination, of
risks
•
Basing the estimate on the WBS
•
Ensuring that the resources who are actually performing the work (the subject matter experts)
are delivering estimates, instead of a stakeholder who is telling you what they think the
estimate should be
•
Implementing a process to create the most accurate estimate possible
The following occur here and in Determine Budget and Control Costs:
•
Managing the project to the cost baseline
•
Knowing when to implement a change if schedule problems occur
•
Periodically forecasting the end costs to come up with your own estimate to complete (ETC)
Inputs Outputs
Tools and
Techniques
Cost Management plan
Human resource mgt. plan
Scope baseline
Project schedule
Risk register
Enterprise environmental
factors
Organizational process
assets
Activity cost estimates
Basis of estimates
Project document updates
Expert judgment
Analogous estimating
Parametric estimating
Bottom-up estimating
Three point estimate
Reserve analysis
Cost of quality
Project management
software
Vendor bid analysis
Group decision making
techniques
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-5
What costs are estimated on a project? Any work needed to complete the project. A partial list appears
below:
•
Project manager’s time
•
Overhead
•
Project management activities
•
Leased equipment
•
Hardware purchases
•
Consulting resources
•
Risk estimating
•
Quality assurance
EXAM Tip:
Notice the three-point estimate has come back as a tool and technique for cost. The formula keeps the
same format as PERT in the Time chapter, only ‘t’ changes to ‘c’:
PERT for Cost
Mean =
c
O
+ 4 * c
ML
+ c
P
6
Standard Deviation = c
P
– c
O
6
Variance = σ
2
Where:
C – cost
O – optimistic
ML – most likely
P - pessimistic
Cost Types
For the exam, there are a few questions asked about cost types. The four fundamental types are listed
below, all with a brief explanation of each:
• ___________ costs -costs that change with the amount of work being performed such
as costs for hourly consultants.
• ______costs - costs that are constant throughout the project such as equipment leases
• ______ costs- costs that are directly attributable to your project. Wages and salaries for
team members, software licenses, etc.
• ________costs - costs that are shared by your project with other projects such as heat,
light, building security, and other overhead items.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-6
Cost Estimating Tools
There are three fundamental types of estimating tools that are used to estimate costs on a
project:
•
__________ estimating (also called a 'top down' estimate) compares a similar past projects to
the current project in terms of cost. This is called an estimating ‘heuristic’ or rule of thumb - it is
designed to give you a ‘ballpark’ estimate without having to use a lot of supporting detail.
•
__________ estimating is highly detailed and uses the WBS to create the activity estimates for
cost. Bottom-up estimating can be very accurate if there is enough historical data on which to
base the estimates.
•
___________ estimating or modeling as it is sometimes called, is based on the use of a
parameter and repetitive units of identical work. If one unit costs ‘x’ dollars, then a hundred
units will cost ‘100x’ dollars.
Analogous Estimating
Advantages
•
Little time and effort
•
Less costly to create
•
Activities don’t need to be spelled out
•
Overall project costs are capped
Disadvantages
•
Less accurate than Bottom-up estimating
•
Historical information or expert opinion may not be available
•
Extremely difficult for project with high uncertainty
This project is like that project:
12
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-7
Bottom-Up Estimate
The bottom-up estimate is built from historical data. This means that your estimates are based on
activities that you have performed before, and that the cost of these activities can be estimated to
within a narrow range.
Advantages
• Improved accuracy
• Appropriate detail to monitor and control project
• Provides team buy-in to estimates
Disadvantages
• Longer time and higher cost to create
• Subject to padded estimates by team members
• Only as accurate as the WBS
Parametric Estimating
The parametric estimate is used when an activity can be priced repetitively for a project. For
example, the project requires the setup of 1000 servers with the proper hardware and software
configuration. How long will it take and how much will it cost? We priced the set up of one
server as follows:
• Server set-up time: 4 hours
• Hardware load and configuration: 8 hours
• Load the database and configure all software: 12 hours
• Resource blended rate for the work: $65/hr
• Therefore 1 server setup costs: 24 x $65 = $1560
Build
Databases
Set up
Servers
Certify the
servers
Set up CAT
6
Install client
software
$$
$
$$
$
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-8
Using the parametric estimating approach, if one server costs $1560 to set up, 1000 servers will cost (we
predict): 1000 x $1560 = $1,560,000. The key element for the parametric estimate to work is that the
parameters must scale accurately.
Advantages
• Can be more accurate and detailed than analogous
• Can be quicker than bottom-up
• In certain situations, can offer a more accurate projection of project completion and
total costs
Disadvantages
• Accuracy varies widely
• Can be more costly to produce
• Historical information may not be available
• Parameters may not be scalable
Estimate Types
Brain dump!
There may be some tricky questions on the exam about different types of estimates, and the questions
may be asked obliquely. In other words, you will have to know the type of estimates, what the range of
the estimate is and in which process area the estimate is used. You will then have to take this
knowledge and apply it to the question at hand. For example:
‘You have just completed the project charter for the project and have initiated the kickoff meeting. One
of the stakeholders is being very insistent about the need for an accurate budget estimate. They are
stating that they will not allow the meeting to adjourn until the team has hammered out an estimate
that is within +/- 10% of actual. What is the most correct response you can offer to the stakeholder?’
a. You and the team will use your best efforts to comply with the stakeholders request
b. It is too early in the project process to deliver an estimate at that level of accuracy
c. You state that the best you can do at this point is an estimate that is -10% to plus 25%
Type of Estimate Range Process Area
Rough order of
magnitude -25% to +75% Initiating
Definitive estimate -5% to +10% Planning
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-9
d. Since this request is unrealistic, you tell the stakeholder their request will be entered in the
risk log and immediately reported to senior management
Determine Budget
Determining your budget requires a combination of all your activity cost estimates, scope baseline,
project schedule, the resource calendars, contract information with external vendors and something
called a ‘basis of estimates’.Basis of estimates is an output of the Estimate Costs process. A basis of
estimate is a detailed analysis on how the cost estimate was derived. The supporting detail can include:
•
How the basis of estimate was developed
•
Assumptions
•
Constraints
•
Possible range of estimates (e.g. $25,000 +/- 15%)
•
Confidence level of the final estimate (a confidence factor represented as a percentage)
Understanding basis of estimates is a key component in deriving earned value calculations. Two key
tools in the determine budget process are reserve analysis and funding limit reconciliation.
• Reserve analysis - addresses management reserve and contingency reserve in a project.
Contingency reserve addresses the known risks in a project while management reserve
addresses the 'unknown unknowns'. To be covered in detail in the Risk Chapter.
• Funding limit reconciliation - addresses the variance between funding limit and the planned
expenditures for the project. This will occasionally require the rescheduling of work to level out
the rate of expenditure.
Exam Tip: the contingency reserve and management reserve amounts are not included in earned value
calculations
21
21
PMBOK® Guide, 5th edition ,Section 7.2.2.2
Inputs Outputs
Tools and
Techniques
Cost management plan
Scope baseline
Activity cost estimates
Basis of estimates
Project schedule
Resource calendars
Risk register
Agreements
Organizational process
assets
Cost baseline
Project funding
requirements
Project document updates
Cost aggregation
Reserve analysis
Expert judgment
Historical relationships
Funding limit
reconciliation
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-10
Control Costs
Notice that the tools and techniques of cost control involve implementation of earned value
calculations, delivering a forecast, calculating the TCPI (To Complete Performance Index) and variance
analysis. In addition, you want to be consulting your cost management plan, as well as following strict
change management processes on your project.
Exam Tip: know the difference between a Cost Baseline and a Cost (Total) Budget.
•
Cost Baseline - the cost of all activities, work packages, project estimates and contingency
reserves
•
Cost (Total) Budget- includes the cost baseline with the addition of management reserve
Earned Value Definitions
Inputs Outputs
Tools and
Techniques
Project management plan
Project funding
requirements
Work performance data
Organizational process
assets
Work performance
information
Cost forecasts
Organizational process assets
updates
Change requests
Project management plan
updates
Project document updates
Organizational process assets
updates
Earned value
management
Forecasting
To complete
performance
index(TCPI)
Performance reviews
Project management
software
Reserve analysis
Acronym Name Definition
PV Planned Value Planned cost of work to be done at this point in
time
EV Earned Value Value of work actually accomplished
AC Actual Cost Cost of work
BAC Budget at Completion Total planned value for the entire project
EAC Estimate at Completion What do we think the project will actually cost
ETC Estimate to Complete From this point, how much more will it cost to
complete the project
VAC Variance at Completion How much over/under budget do we expect to
be at project end
TCPI To Complete
Performance Index
What cost performance goals must be met to
stay within the BAC
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-11
Brain Dump!
You may see reference to some of the old acronyms for PV, EV and AC. They are respectively:
•
PV - used to be called BCWS (budgeted cost of the work scheduled)
•
EV - used to be called BCWP (budgeted cost of the work performed)
•
AC - used to be called ACWP ( actual cost of the work performed)
You may see reference to the old acronyms,but you will not have to memorize them.
Exam Tip:
PV (planned value) is a schedule reference. It refers to how much money you were planning to spend on
a project at some point in the project schedule.
BAC (budget at completion) refers to how much you planned to spend for the entire project. This is an
output of the planning phase.
Earned Value Formulas
Brain Dump!
Exam Tip:
Notice that cost and schedule variance are always represented in terms of dollars(!) Notice also that:
•
When computing a cost or schedule variance, earned value (EV) is always the first number. If a
variance is negative, you're either over budget or behind schedule. If a variance is positive, you
are either under budget or ahead of schedule.
•
When computing a cost or schedule performance index, EV is always in the numerator.
Performance indices that are less than 1 indicate that you are either over budget or behind
schedule. Performance indices that are greater than 1 indicate that you are under budget and
ahead of schedule.
Name Formula
Cost variance CV = EV – AC
Schedule variance SV = EV – PV
Cost performance index CPI = EV
AC
Schedule performance index SPI = EV
PV
Cumulative cost performance index CPI
C
= EV
C
AC
C
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-12
Analyze the following variances and indices. What do they tell you about the project?
CV = -$123 (you are $123 over budget)
SV = + $255 (you are ahead of schedule – you have earned $255 more in value than you had planned to
spend)
CPI = 1.25 (you are achieving $1.25 in value for every dollar you spent)
SPI = .89 (you are at 89% of where you expected to be on the schedule)
TCPI= .95 (you have $0.95 of work remaining for every dollar in the budget)
Brain Dump!
The Estimate At Completion(EAC) is a budget forecast of the actual dollars ultimately needed for the
project. It can be less than, but is very frequently more than, the original budget (BAC). There are four
possible formulas that can be used to compute EAC, depending on the conditions listed below:
Key:
1 – Use if a new estimate was required (the original was flawed)
2 – Use if spending will continue at the budgeted rate: no BAC variance
3 – Use if current variances are typical of the future (current CPI will continue)
4 – Use if sub-standard cost and schedule performance will continue, impacting the ETC
22
Exam Tip:
The simplest way to memorize these formulas is simply to write them out by hand every day, three
times a day for one week. After that, write them down once a day from memory every day prior to the
exam. You will have no difficulty rattling off these formulas for your brain dump prior to the start of the
examination.
22
PMBOK® Guide, 5th edition, pp 184-185
Name Formula
Estimate at completion (1) EAC = AC + New ETC
Estimate at completion (2) EAC = AC + BAC – EV
Estimate at completion (3) EAC = BAC
CPI
Estimate at completion (4) EAC =AC+ BAC - EV
CPI
C
x SPI
C
To Complete performance Index BAC – EV or Work remaining
BAC – AC Funds remaining
Estimate to Completion ETC = EAC - AC
Variance at completion VAC = BAC – EAC
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-13
TCPI – what it means and how it works
Essentially it means: work remaining in $/ budget remaining:
• If TCPI is < 1, work remaining is less than the funds needed to accomplish the work.
•
If TCPI is > 1, work remaining is more than the funds needed to accomplish the work.
Here is what PMI says about the TCPI calculation:
“The to-complete performance index (TCPI) is calculated for projection of cost performance that must
be achieved on the remaining work to meet a specified management goal, such as the BAC or EAC. If it
becomes obvious that the BAC is no longer viable, project manager develops a forecasted estimate at
completion. Once approved, the EAC effectively supersedes the BAC as the cost performance goal. “
23
• The equation for the TCPI based on the BAC: (BAC-EV)/ (BAC-AC)
• The equation for the TCPI based on the EAC: (BAC-EV)/ (EAC-AC)
The TCPI is a specialized form of estimate to completion (ETC)
BAC Example:
If the budget at completion (BAC) is $50,000, with earned value (EV) at $20,000 and actual cost (AC) at
$30,000, the formula becomes:
$50,000 - $20,000 = $30,000 = 1.5
$50,000 - $30,000 $20,000
In other words, the team will have to work at an efficiency of $1.50 for every dollar spent to bring the
project in on budget from this point forward. (At best, very difficult).
EAC Example:
It is determined that the original BAC is not achievable, and we compute the EAC based on the idea that
sub-standard cost and schedule performance will continue (EAC type #4).For this example, PV=$25,000.
We compute the new EAC based on the following scenario:
CPI =EV/AC = $20,000/ $30,000 = 0.67 SPI = EV/PV = $20,000/$25,000 = 0.8
Thus EAC = $30,000 + [($50,000 – $20,000/ (0.67 x 0.8)] = $85,970
With TCPI = (BAC-EV)/ (EAC-AC) we have:
$50,000 - $20,000 =$30,000 = 0.536
$85,970 - $30,000 $55,970
In this case, our new EAC is $35,970 higher than the original BAC. This means the team will have to work
at an efficiency of at least $0.536 for every dollar spent to bring the project in on budget from this point
forward.
23
PMBOK® Guide, 5th edition, p. 185
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-14
Earned Value Accrual – Measurement Methods and Progress Reporting
The measurement of earned value is typically broken down into three distinct areas:
• Discrete effort
• Apportioned effort
• Level of effort
Discrete Effort
Discreet effort describes activities that can be planned, measured, and that yield an explicit output.
While discreet effort is usually measured in terms of the actual work hours it takes to complete a
deliverable there are four measurement methods that are used to describe discrete effort:
• Fixed Formula. The activity is given a percentage of the budget value of the work package at the
start of the work, and then the remaining value percentage is assigned when the work is
completed. Typical fixed formula rules include
•
The 50/50 rule. You earn 50% of the value on the activity upfront and collect the final 50%
of the earned value when the activity is completed
•
The 20/80 rule. You earn 20% of the value on the activity upfront and collect the final 80%
of the earned value when the activity is completed
•
The 0/100 rule. Typically used when the deliverables can be completed in a short timeframe
or within one reporting period - the activity does not earn any value until it is 100%
complete
•
Weighted Milestone. The weighted milestone approach divides a work package into measurable
sections and is typically used on longer duration work packages. The specific amount of value is
earned for each interim deliverable within the overall milestone and is accumulated as
milestones are completed.
•
Percent Complete. The earned value is computed by multiplying the work package BAC by the
percent complete. On a construction project, this is relatively straightforward, however on a
software project this can be difficult to impossible. (What does it mean to have 63% of a
software feature completed?) A key point to remember the percent complete process is that
completing 40 hours of an 80 hour work package does not mean the work package is 50%
complete.
•
Physical Measurement. This describes any measurable unit that can be explicitly connected
with the completion of the work, e.g. cubic yards of poured concrete, yards of Cat-5 cable,
flooring area, etc.
Apportioned Effort
Apportioned effort describes work that has a direct or supporting relationship to discrete work.
Examples include activities for quality assurance, testing, inspection, project management activities, etc.
The apportioned effort it is usually some percentage of the discreet effort. For example, if the
development effort on a software project is 10,000 hours and the project manager's time in that project
is computed at 10% of discreet effort, then the amount of apportioned effort is 1000 hours.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-15
Level of Effort (LOE)
level of effort describes activities that do not produce definitive products or deliverables such as
helpdesk activities, troubleshooting, database tuning, etc. With level of effort, a planned value (PV) is
assigned to each LOE activity for each measurement period and is credited as EV at the end of the
measurement period. Since the EV for LOE activities are accrued in line with PV, LOE activities do not
have a schedule variance, however they can have a cost variance measured by AC.
24
Performance Reviews and Variance Analysis
Performance reviews are used to compare actuals to the plan. As such, they compare cost performance
and schedule performance to their respective baselines and use variance analysis, trend analysis and
earned value to compare actual performance to the plan.
The variance analysis is a key tool used to track any cost or schedule actual and compare it to the
baseline.
24
Practice Standard for Earned Value Management, 2nd ed., PMI, 2011, pp.36-40
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-16
Earned Value Practice Exercises
Exercise #1:
You are managing a small construction project. The vendor was hired to install an intricate parquet floor
in nine sections. Each section is supposed to take one week to complete at a cost of $750/section.
Assume spending continues at the current rate.
At this point in time, you are 4 weeks into the project and you have the following information:
•
Expenditures to date: $3250
•
Sections completed: 4.5
Fill in the following grid with your answers:
Value Formula/Calculation Answer What it Means
PV
EV
AC
BAC
CV
SV
CPI
SPI
EAC
ETC
VAC
TCPI
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-17
Exercise #2:
Your current project is running with the following indicators:
• CPI = 1.07
• SPI = 1.1
• AC = $22,500
You are 4 weeks into a 12 week project, and some of the financial data is missing (the previous
project manager left the project unexpectedly). Spending will continue at the budgeted rate –
no BAC variance.
Given the information above, compute:
• EV
• PV
• BAC
• EAC
• ETC
• VAC
• TCPI for BAC
Exercise # 3:
You have run a PERT analysis on the major components in your project and have generated the
following data:
Deliverable Optimistic Most likely Pessimistic PERT Std. Deviation
Component 1 $5000 $10000 $15000
Component 2 $3000 $7000 $14000
Component 3 $20000 $35000 $80000
Component 4 $15000 $30000 $63000
Totals:
Assume that components are developed sequentially.
Questions:
1. What is the PERT estimate for the project – rounded to the nearest dollar?
2. Which component estimate is least precise?
3. What is the budget range to a 95% confidence factor?
Answers for EV exercises in Chapter 15.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-18
Project Cost Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Cost Management processes are shown
below. Know these process interactions for the exam.
Summary…
This section covered cost management:
• The advantages and disadvantages of analogous estimating, bottom-up estimating, and
parametric modeling
• Applying earned value formulas, including CV, SV, CPI, SPI, ETC, EAC, and VAC
• Different methods that can be used to calculate progress made on a task
Scope
Create WBS:
Scope baseline
Determine Budget:
Cost baseline
Project funding
requirements
HR
Develop Human Resource
Plan:
Human resource plan Estimate Costs:
Activity cost estimates
Basis of estimates
ExecutingPlanning Monitoring and
Controlling
Closing
Risk
Identify Risks:
Risk register
Control Costs:
Budget forecasts
Work performance
measurements
Integration
Develop PM Plan:
Project Management Plan
HR
Acquire Project Team:
Resource calendars
Time
Develop Schedule:
Project Schedule
Plan Cost
Management:
Cost Management
Plan
Integration
Project Management Plan
Project Charter
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-19
Cost Process Check
Match the process to its definition:
___Plan cost management A. The process of aggregating the estimated cost of
individual activities or work packages to establish an
authorized baseline
___Estimate costs B. The process of monitoring the status of the project to
update the project costs and managing changes to the
cost baseline
___Determine budget C. The process that establishes the policies, procedures,
and documentation for planning, managing,
expending, and controlling project costs
___Control costs D. The process of developing an approximation of the
monetary resources needed to complete project
activities
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-20
Chapter Seven Memory Check
1. The estimate that takes little time to create, but is not very accurate, is known as an
__________ estimate
2. The rough order of magnitude estimate ranges from ___% to ____%
3. The key output of the Estimate Costs process is ___________________________
4. A __________________ is a detailed analysis on how the cost estimate was derived
5. The tool that addresses the variance between the funding limit and the planned expenditures
for the project is called the _______________________________
6. The two types of monetary reserves on a project are identified as ____________ reserve and
____________ reserve
7. The main output of the Control Costs process is ___________________
8. The cost baseline includes the ______________________whereas the cost (total) budget
includes the ___________ and the _____________________
9. What the work of the project is supposed to have cost by a specific point in the schedule is
called the _____________________, whereas the total amount that the work should cost for
the entire project is called the ______________________
10. The formula for CPI = __/ ___
11. The formula for SPI = __ / __
12. A new budget forecast is created to address variances in the project and replaces the BAC. This
new forecast is called the _________________________
13. The amount of money that remains to be spent on a project that is 1/3 complete is called the
_________________________
14. The formula for TCPI = ___ –__ / ___–__
15. The formula for variance at completion (VAC) = ___– ____
16. the three methods of accruing earned value on a project are ____________ ___________,
______________ __________, and ___________ ___ ____________
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-21
Chapter 7 Test
1. Cost variance is computed by:
a. Subtracting planned value from actual cost
b. Subtracting actual cost from earned value
c. Subtracting budget at completion from earned value
d. Subtracting BAC from ETC
2. You have just completed your project activity, work package, and contingency reserve estimates. What
have you created as a result of completing these estimates?
a. Bottom-up estimate
b. Cost budget
c. Cost baseline
d. Definitive estimate
3. Several vendors have proposed solutions for your current project. Your organization has made it a
requirement that the lowest price solution will be the one that is selected to deliver the project. The
vendor was selected and the project was completed successfully and handed off to the maintenance
organization for ongoing product support. A year into the product’s release, it has become apparent that
the maintenance costs are much higher than what the organization had anticipated. What did the project
manager probably forget to do?
a. Validate the vendor's credentials
b. Perform adequate quality testing
c. Earned value cost forecast
d. Life cycle costing
4. What typifies an analogous estimate?
a. More expensive than other estimate types
b. Relies on extensive historical data
c. Essentially a top-down approach
d. May not scale effectively
5. Which of the following is not needed to generate a schedule performance index (SPI)?
a. Earned value
b. Actual cost
c. Planned value
d. Basis of estimate
6. Earned value = 650, planned value = 550, actual cost = 700. What is the schedule variance at this point in
time?
a. + 100
b. – 50
c. – 100
d. – 150
7. What is estimate at completion (EAC)?
a. The amount of money that was budgeted for the project
b. The original budget plus the contingency reserves
c. A budget forecast that takes project variances into account
d. The budget at completion (BAC) times the TCPI
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-22
8. You are in the planning phase of the project and are using various tools to estimate project costs. Which
of the following is not a tool or output of the estimate costs process?
a. Details of the costs of all activities on the project
b. Prioritized risks and contingency dollar amounts contained in the risk register
c. Direct and indirect costs charged to the project
d. Analysis of the vendor bids on the project
9. You have just initiated a new project in your organization. At the initial meeting with the stakeholders,
several of them expressed concerns about the size of the budget. As the project manager, you coach the
stakeholders by telling them that the project is being undertaken as a progressive elaboration. As a
result, the initial budget estimate covers a wide range of+/-50% because not a lot is known about the
project yet. This type of estimate is known as:
a. Budget estimate
b. Rough order of magnitude estimate
c. Definitive estimate
d. Predictive uncertainty estimate
10. You have been keeping careful tabs on a 1 year project via weekly earned value calculations. A key factor
is that an early product release will give your organization a decisive competitive advantage in the
marketplace. However, at the last stakeholder meeting, one of the stakeholders questioned how well the
project was really going. They are worried that the project is over budget and that if it continues in this
way, the project will face a serious budget shortfall by the end of the project, jeopardizing its completion.
At six months through the project, the SPI = 1.2, and the CPI = .95 and variances are expected to continue
at this rate. What is the best response you can offer that would address this stakeholder’s concerns?
a. The team will implement immediate corrective action to bring the budget back in line
b. With CPI of .95, this puts us well within the range of a definitive estimate of +/ -10%
c. The team will discuss potential scope reduction that can bring the cost back in line
d. At the current SPI, we will finish the project better than 10 weeks early. With an early finish, cost
increase is small, but competitive position is greatly improved, increasing profitability
11. Cost estimates are based on all the following except?
a. The scope baseline
b. Procurement contract award
c. Human resource plan
d. Risk register
12. Project cost management is primarily concerned with ____________________________?
a. Cost of human resources
b. Basis of estimates
c. Assessing total cost of ownership
d. Establish the cost performance baseline
13. You have been assigning earned value measurements to specific deliverables on your current software
project. Some of the activities involve helpdesk efforts. In terms of earned value accrual this can be best
described as
a. Discrete effort
b. Apportioned effort
c. Level of effort
d. Percent complete
14. Value engineering is used when the project team wants to?
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: Project Cost Management 7-23
a. Deliver the highest value to the customer with each deliverable
b. Evaluate multiple project solutions that will deliver the highest value to the customer
c. Calculate the cost of doing the work versus the value that is delivered
d. Reduce project costs without sacrificing scope
15. You've set aside a certain amount of your project funds to cover key, identified risks. What specifically did
you use to determine how much should go into this fund?
a. Bottom-up estimate
b. Reserve analysis
c. Variance analysis
d. Upside-risk estimate
16. The estimate of the work accomplished is defined as:
a. Actual cost
b. Estimate at completion
c. Earned value
d. Budget at completion
17. Two of your junior project managers in the PMO are having a disagreement about the meaning of earned
value. The first project manager is arguing that earned value is the dollarized amount of the work actually
completed; the second project manager is arguing that the earned value actually represents the amount
of money that the work is supposed to costwithin a given timeframe, and when that work is completed,
you have earned that much value. While you are listening to the argument unfold, a stakeholder on their
project approaches them and tells both project managers that the original basis of estimate was less
accurate than a rough order of magnitude. How does this information mostly likely impact earned value
calculations?
a. It makes no difference. They are still tracking work completed and there are dollars associated
with the completed work
b. Variances have little meaning when the basis of estimate is flawed or covers too wide a range.
Earned value calculations may misrepresent the occurrence of actual variances
c. The only impact may occur when calculating estimate at completion or estimate to completion.
Variances may occur up to 25%
d. You must start at the end of the project and work backwards to derive the correct earned value
calculations due to the ranginess of the basis of estimate
18. You are three months into a six month project. Assume the budget burn rate is constant. The budget at
completion (BAC) is $120,000. AC = $65,000. The SPI = 1.2. What is the CPI of this project? (Round to 2
decimal places)
a. 1.32
b. 1.25
c. 1.11
d. It cannot be determined from the information given
19. All of the following are incorrect regarding the computation of EAC except?
a. EAC calculations always include the AC or the BAC, but usually both
b. EV is always included
c. SPI is always included
d. ETC is never used in an EAC calculation
20. The project team has done outstanding work on a current project. While the stakeholders are satisfied
with the product of the project, they have been consistently whining about the cost and have asked you,
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-24
the project manager, to review options that would help reduce costs on the project. Given that this scope
has been reduced to the most essential must-have items, where are your best options for reducing costs?
a. Fixed and variable costs
b. Direct and indirect costs
c. Direct and variable costs
d. Fixed and indirect costs
21. Several stakeholders on the project have been questioning the effectiveness of some of the technical
team. While the work is proceeding according to plan, some of the stakeholders are not satisfied with the
work delivered to date, even though it meets requirements specifications. You have held several meetings
with the stakeholders to try to get to the root cause of the problem. With some of the technical team
present at these meetings, it becomes obvious that some of the stakeholders have had great difficulty in
describing what they want.As a result, some of the delivered product doesn't meet stakeholder
expectations. Currently your CPI is 1.3 and the SPI is .89. What is your largest concern right now?
a. Clarifying the requirements collection process
b. The schedule
c. Managing stakeholder expectations
d. An increasing probability that some technical team members may leave the project due to high
levels of frustration with stakeholders
22. You are one year into a three year multimillion dollar project. The project CPI =.91 and the project SPI is
1.15. The Project is only earning $.91 for every dollar spent, while it is 15% ahead of schedule. As a result,
the project manager has assembled the project team to review options for correcting the budget overage.
Which of the following would best address the budget overage issue?
a. One of the project team members recommends a fast tracking option, thus lowering the costs
b. Since most of the complex technical work has been completed, it was suggested that the most
experienced resources could be swapped out for less experienced resources, thus lowering the
cost
c. The business analyst recommended a negotiation with the stakeholders to reduce scope, thus
lowering project costs
d. The CFO’s representative recommended firing all the consultants. Since 30% of our development
budget is being burned by contractors, this would remove a huge financial burden, thus lowering
costs
23. CPI is 1.2, SPI is 1.1. Four months later CPI is.91 and SPI is .86. The most likely reason for this change is:
a. The project manager has not been keeping track of variances on the project to implement
corrections
b. As work packages were being executed, discovery on critical path activities caused estimates to
change drastically on several of the work packages
c. The WBS was inaccurate
d. Several key stakeholders insisted on a last-minute scope change
24. Which performance index describes the cost projection of the remaining work that must be achieved to
meet the goals of the project?
a. TCPI
b. EAC
c. ETC
d. CPI
25. In terms of progress reporting, when do project activities earn value?
a. As soon as the activity begins
b. Only after the activity has completed
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: Project Cost Management 7-25
c. According to the earned value accrual rules set up by the project manager
d. Determined by the Configuration Control Board in your organization
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: Project Cost Management 7-26
Chapter 7 Test – Answers
1. B – CV = EV-AC
2. C – The cost baseline includes the contingency reserve. Cost budget additionally includes management
reserve. Bottom-up estimate focuses on activities and a definitive estimate is a range
3. D – Life cycle costing includes the total cost + maintenance and support cost for the lifetime of the
product
4. C – This is by definition, a top-down approach
5. B – Actual cost is part of the CPI calculation
6. A – SV = EV-PV or in this case, +100
7. C – EAC is a forecast
8. B – Risks and risk contingency amounts are not contained in the output of the estimate costs process
9. B - +/- 50% is the definition of a rough order of magnitude. A budget estimate is -10% to plus 25%. A
definitive estimate is +/ -10%, and a predictive uncertainty estimate is a made-up term.
10. D – This requires some critical thinking. Answer ‘A’ is premature. With a CPI of .95 it is somewhat of a
knee-jerk reaction to start implementing corrective action when the problem may self-correct. Answer ‘B’
is technically correct, but at this point sounds somewhat dismissive of the customer’s concern. Answer ‘C’
might be an option if there are no other potential methods for reducing costs, however that
determination has not yet been made. Answer ‘D’ is the most reassuring - you are telling the customer
that his one-year project will complete 10 weeks early, satisfying the need for a better competitive
position. Since the project is designed to build a competitive advantage, finishing 10 weeks early may give
the organization not only a significant competitive advantage but also a boost in profitability as well as
market share. While it’s slightly over budget, the benefits may greatly offset that amount in a big way.
11. B – Procurement contract award is an output of the conduct procurements process
12. A – It is the cost of the resources needed to complete project activities. Per the PMBOK® Guide5th
edition, p 167.
13. D - helpdesk activities are described as level of effort earned value accrual method. Practice Standard for
Earned Value Management, 2nd Edition, PMI, 2011 p. 40
14. D – Value engineering is a technique that is used to look for ways of reducing costs without sacrificing
features or scope
15. B – The reserve analysis is explicitly used for determining risk contingency reserve amounts. PMBOK®
Guide,5th edition, p. 173
16. C – Earned value is also defined as the estimate of the work accomplished. Actual cost is what you've
spent to date. Estimate at completion is the new budget forecast based on project variances. Budget at
completion was the original budget estimate
17. B – If the basis of estimate is a fiction, then your variances are also a fiction. Earned value or calculations
work only when there is a solid bottom-up estimate or historical data on which to base the estimate. The
estimator needs to know what the work is supposed to cost in order to compute accurate earned value
18. C – This is a two-part calculation. You must first derive earned value from the SPI formula; SPI = EV/PV. At
this point you know SPI (1.2) and PV ($60,000). Thus solving for EV you get: EV = 1.2 * $60,000 = $72,000.
You can now compute CPI = EV/AC or $72,000/$65,000 = 1.11
19. A – EAC calculations use AC three out of four times and BAC three out of four times. All the other answers
are incorrect. PMBOK® Guide, 5th edition, pp 184-185
20. C – The costs that you can best control are costs that directly impact your project (direct costs), and
variable costs (contract resources that work hourly). You have less control over fixed and indirect costs.
21. B – The first part of the question is a red herring. With an SPI of .89 your biggest concern is the schedule
22. B – Swapping out expensive resources for less expensive resources would most directly impact your
budget and is the simplest thing to do, especially if there is no technical impact on the project. Fast
tracking may not reduce your costs, but they reduce schedule. Reducing scope is a last resort when
nothing else may work. Suddenly firing all the consultants may sink your project.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Cost Management 7-27
23. B – Significant changes in earned value, such as the one described, usually point to some kind of discovery
on the project, especially since the product was sailing along smoothly until it appeared to hit a bump.
Answer ‘A’ is highly unlikely as is answer ‘C’. Changing scope at the last minute would also force a change
request which may cause a re-baseline of the project. This would not necessarily change its CPI or SPI
24. A – This is a definition of the To Complete Performance Index (TCPI)
25. C – Usually when reporting performance, activities get credit based on rules set up by the project
manager at the beginning of the project, which can be: 50-50, 80-20, or 0-100
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-1
Chapter 8 : Project Quality
Management
Topics covered:
Quality Planning
Perform Quality Assurance
Control Quality
Section Objectives
This section will enable you to:
Place the quality management processes into
the PM process groups
Define quality as defined by PMI
Understand the key quality theories and identify quality proponents
Implement techniques used in cost-benefit analysis
Understand quality control techniques
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: Project Quality Management 8-2
Project Quality Management Process Summary
The high level Project Quality Management output elements, by Process Group are:
Initiating
Planning Executing Monitoring and Controlling Closing
-Quality management plan
-Quality metrics
-Quality checklists
-Process improvement plan
-CR’s
-Various
document
updates
-Validated changes
-verified deliverables
-QC measurements
-CR’s
- Various document
updates
Quality Overview
Quality is a ‘hot button’ for PMI:
• PMI stresses prevention over correction as the preferred quality approach
• Continuous improvement is a recurring quality theme
• Focus on the concept that everyone in the organization is responsible for organizational quality
in the project, product or service
There are a number of varying definitions for what constitutes quality in a product or service. Below are
some definitions of quality, starting with PMI’s definition:
• “The degree to which a set of inherent characteristics fulfills requirements.”
25
• The characteristics of an entity that bear on its ability to satisfy stated and implied needs
26
• Fitness for use
27
• “Quality in a product or service is not with the supplier puts in. It is what the customer gets out
and is willing to pay for. A product is not quality because it is hard to make and costs a lot of
money, as manufacturers typically believe. This is incompetence. Customers pay only for what
is of use to them and gives them value. Nothing else constitutes quality.”
28
For the exam, the definition of quality by PMI (shown above) is the only definition of quality that you
need to memorize.
Notice that in the sections we have reviewed up to this point, there are a number of activities that one
can perform as part of the Monitoring and Control process group:
25
PMBOK® Guide, 5th edition p.445
26
ISO 8402, 1994
27
Joseph Juran
28
Peter S. Drucker, Innovation and Entrepreneurship, HarperCollins, 1985
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: Project Quality Management 8-3
•
Corrective Action
•
Repair/Rework
•
Preventive Action
With this chapter, we will focus on why PMI promotes preventive action above the other methods listed
above.
PMBOK® Guide, 5th edition ISO Certification
The entire PMI credential system, which includes the PMBOK® Guide, 5th edition, is ISO-certified.
29
What that means in terms of ISO process is that the PMI framework is a process that enables
practitioners to manage projects with a high level of control. When a process is in ‘control’ as defined
by ISO, the process is both predictable and repeatable. Therefore the PMBOK® Guide, 5th editiondefines
a series of processes to control projects that give the project practitioner a high degree of predictability
and repeatability in the process.
Project Quality Management
The process of Project Quality Management includes the organization’s quality policies, methods, and
procedures designed to meet the objectives of the project and to satisfy the customer’s needs.
Failure to meet the quality requirements of a project can have negative consequences for all
stakeholders involved in the project. In worst case scenarios, failure to meet the quality requirements of
a project may render the end product unusable.
29
Per PMI press Release dated 10-8-2007: “The International Organization for Standardization (ISO) in Geneva, Switzerland, has
bestowed the ISO 17024 accreditation upon PMI’s credential system for the PMP.”
Plan Quality
Perform Quality
Assurance
Perform Quality
Control
Initiating Planning Executing
Monitoring
&
Controlling
Closing
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-4
The project manager's job in performing project quality management includes some of the following
elements:
•
Performing continuous improvement activities
•
Implementing a plan to continuously improve quality
•
Determining specific quality metrics that apply to the project
•
Verifying quality prior to the completion of a work package or a deliverable
•
Help to facilitate quality audits of the project
Plan Quality Management
Plan quality addresses the processes needed to identify all quality requirements and standards for the
project and the project’s product. It also documents how the project will demonstrate compliance with
those standards.
Notice the extensive list of tools and techniques used in the Plan Quality process. We will be addressing
all of the appropriate tools on the upcoming pages for the purpose of the exam.
Quality Planning Tools
• Cost-benefit analysis
• Cost of quality (COQ)
• Seven Ishikawa tools
• Benchmarking
• Design of experiments
• Statistical Sampling
• Additional Quality Planning Tools
• Meetings
Inputs Outputs
Tools and
Techniques
Project management plan
Stakeholder register
Risk register
Requirements
documentation
Enterprise environmental
factors
Organizational process
assets
Cost-benefit analysis
Cost of quality
Seven basic quality tools
Benchmarking
Design of experiments
Statistical sampling
Additional quality
planning tools
Meetings
Quality management
plan
Process improvement plan
Quality metrics
Quality checklists
Project document updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-5
Quality tools listed above will be described in greater detail on the upcoming pages. The first six items
represent specific tools and concepts that are mentioned in the
PMBOK® Guide
, 5th edition. The seventh
item - additional quality planning tools - is a catchall that PMI uses. For the exam, you may see certain
elements covered under this heading that you've never seen before. We will also attempt to identify a
number of these additional tools, you may see mentioned in a question on the exam.
Cost-Benefit Analysis
With the cost-benefit analysis, project manager weighs the cost of implementing the quality
requirements against the benefit it will deliver for the project. While there is always some cost to
implementing quality, as we will see on the upcoming pages, costs of failing to implement quality are
significantly higher.
The ultimate benefit that has to be considered is this: what is the customer willing to pay for in terms of
quality? If the product or process does not meet the customer’s expectation of quality, will they pay for
it? Stated in these terms, it may make a difference between whether or not you stay in business, based
on whether you're meeting the customers quality needs.
What are the benefits of meeting quality requirements in your project?
• Decreased Rework
• Decreased Costs
• Increased Productivity
• Increased stakeholder satisfaction
Cost of Quality
Philip J. Crosby was the vice president of quality under the legendary CEO, Harold Geneen. His belief
was that a company that establishes a quality program will experience savings that will more than pay
off the cost of the quality program – thus the title of his 1979 book, Quality Is Free:
Prevention – the
lowest cost of
quality:
Quality planning
Quality training
Reliability engineering
Poka Yoke (Shingo)
Zero Quality Control
(ZQC) (Shingo)
Data analysis
Test engineering (FMEA)
Voice of the customer
(VOC)
Appraisal:
Inspection
Gage R & R (Repeatability
and Reproducibility)
Surveys
Calibration / Test equipment
Calibration
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-6
“Each year your cost of sales rise faster than your prices. That means you have to eliminate or reduce
costs to make a profit. The best single way to do that is by defect prevention.”
30
Notice the lowest cost of quality comes through prevention activities, and that these activities occur in
the quality planning phase of a project. Two of the ideas came from the Toyota engineering genius,
Shigeo Shingo.
Shigeo Shingo, developed the concepts of Poka Yoke (mistake proofing), and Zero Quality Control (100%
source inspection).
FMEA (Failure Modes and Effects Analysis) was developed by the United States Army in 1949, and is
described by PMI as a non-proprietary approach to quality management.
The voice of the customer (VOC) is a concept that originated in Japan, and focuses on capturing what
the customer is asking for from the process. The VOC process excels at not only capturing the stated
needs, but the implied needs as well.
The highest costs of quality, or should we say of poor quality, are described in the
PMBOK® Guide, 5th
edition
as “non-conformance” issues which include internal and external costs. Phil Crosby brought the
real cost of quality into focus when he stated that “The cost of quality is the expense of doing things
wrong. It is the scrap, rework, service after service, warranty, inspection, tests, and similar activities
made necessary by non-conformance problems.”
31
Studies have been done on what it costs a software organization when defects are discovered in a unit
testing situation versus when those defects are discovered after they have been delivered to the
customer. Studies suggest that the cost of delivering defects to the customer are anywhere from 1000
to 5000 times higher than catching them in a unit test.
30
Philip J. Crosby, Quality is Free, 1979
31
Philip J. Crosby, Quality is Free, 1979
Highest quality costs >>>>>>
External:
High liability/insurance costs
Excessive warranty costs
Lost reputation, sales and customers
Low team morale
Decreased efficiency
Cost to regain customers, sales, and
reputation
Negative press – increased
competitive pressure
Internal:
Scrap
Rework
Service-after-Service
Excessive inspections
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-7
Notice that some of the external costs of quality such as lost reputation, lost sales, and therefore, lost
customers, can lead to the demise of the business.
The Seven Basic Quality Tools
Included in the tools and techniques you see above are Kaoru Ishikawa's seven basic quality tools.
Ishikawa stated that with the mastery of these seven tools, anyone with no more than an eighth grade
education in mathematics will be able to correct 95% of the problems they face on the job.
These tools are:
1. cause-and-effect diagram
2. flowcharts
3. Check sheets
4. Histogram
5. Pareto chart
6. control charts
7. scatter diagram
Ishikawa Diagram
The Ishikawa diagram was developed by Kaoru Ishikawa, a Japanese quality guru and winner of the
Deming Prize for individual performance in 1952. The Ishikawa diagram, also known as the cause and
effect or 'Fishbone' diagram, is a tool that is used to perform root cause analysis in the graphic format.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-8
The main effect pictured in the diagram is shown at the head end of the diagram. In this case, a specific
product is experiencing low sales; that is the ‘effect’. The spines on the remaining part of the diagram
indicate high level causes (the major spines), and contributory causes (the smaller spines).
The idea is to drill down into the causes by continuing to ask ‘why?’ until you surface a potential cause.
The basic major spines of an Ishikawa diagram consist of the 5M’s:
•
Methods
•
Materials
•
Machinery
•
Manpower (People)
•
Mother Nature (Environment)
Other major spines can be added depending on need; 'money’, for example.
In Japan, the process of questioning what caused the effect is called the ‘5 whys’ process. When you
identify a cause ask, 'why did that happen’? Asking why at least five times will either get you to the root
cause of the problem or identify a point where you need further information to understand the cause.
Flowchart
There are numerous tools, software and otherwise, that enable the drawing of flowcharts. Flowcharts,
also defined as process maps, help to identify process flow, logic or a method for performing a specific
activity or group of activities. Flowcharts can be used to show dependencies between activities or
simply show a series of steps from start to finish. The SIPOC (supplier, input, process, output, customer)
diagram is a type of flowchart. A more traditional example is shown below.
Exam Tip:
From the perspective of Quality Control, flow charts can be used to identify failing process steps and
identify process improvement opportunities
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-9
Check Sheets
The check sheet has a variety of uses which can include but are not limited to the following:
• Collecting data about potential quality issues
• Capturing required sign offs on project documents
• Steps taken for a defect analysis
• Collecting a tally of all required steps for testing a product
• and others…
An example appears below:
Histograms
A histogram is a type of bar chart that can be used to capture data over time or to count specific data
elements. Typical uses of the histogram are: sales by region, resources needed on a monthly basis,
inventory counts at multiple warehouses, etc. An example appears below:
Week
Defect/ Problem/ Symptom M Tu W Th F Sa Total
Delay 6 6
Missed Commitments 0
Defects 0
Errors 0
Repeat Fixes 0
0
10
20
30
40
50
60
Resources
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-10
Pareto Chart
The Pareto chart was based on the work done by Italian economist Wilfredo Pareto in the late 19th
century who discovered that 80% of the wealth in Italy was held by 20% of the population. Dr. Joseph
Juran took Pareto's idea and applied it to general business process to see if this 80/20 rule would apply
in a business environment. His discoveries included:
•
20% of the business produces 80% of the waste and rework
•
20% of your customers produce 80% of your revenues
•
80% of your customer complaints come from 20% of your customers
The Pareto chart is a key tool in Kaizen – it will identify which incremental improvements will produce
the largest results for the least amount of effort.
For the exam, the Pareto chart is a prioritization tool used to identify critical issues in descending order
of frequency, and identify your largest problems.
The Pareto chart is also a specialized type of histogram.
Pareto Analysis
0
200
400
600
800
1000
1200
Front door security
Washing machines broken
Grounds poorly kept - garbage
Cockroach infestation
Vagrants in Courtyard
Heat
Poor lighting
Sidewalks not cleared
Elevators very slow
Laundry room
Parking space squatters
Landscaping
Mailbox locks broken
Excessive noise
Building notices
Leaking roof
Fire door security
Front door intercom
Broken appliances
Issue s
Number of Complaints
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
Cumulative percentage
Complaint
Count
Cumulative
Percentage
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-11
SPC (Statistical Process Control) Chart Example
Control Charts are used:
• To determine if a process is stable and is exhibiting predictable performance
• To identify upper and lower control limits (UCL/LCL) which are calculated by the process
• To identify upper and lower specification limits which are established by the customer and
the PM
Statistical Sampling:
• Identifies a particular part of the overall population for study
• Sampling techniques can be stratified, random, population and others
• Data is assessed by two measures: accuracy and precision
Accuracy: conformance to target values; correctness
Precision: dispersion of the data; standard deviation
Above is an example of an SPC (Statistical Process Control) data chart in which measurements have been
collected on shaft diameters for a motor drive. Notice the bell curve to the left of the chart. While the
Bell curve shows the probability distribution of all the data, the SPC chart shows the individual
measurements that went into creating that bell curve.
The state of the statistical process control involves two types of limits:
•
Process Control Limits - these are usually identified by the UCL (upper control limits), and the
LCL (lower control limits). Process control limits are never selected by the project manager or by
the stakeholders. They are always computed by the process itself and tell the practitioner
whether the process is in a state of statistical control and whether the process is capable.
•
Process Specification Limits - these limits, the USL (upper specification limits) and LSL (lower
specification limits) are defined by the customer, or the customer with the help of the project
manager. The specification limits indicate what levels of variance the customer can withstand
before the process is deemed to be out of specification and in a state of error.
Diameter Samples
0.86UCL
CL 0.72
LCL 0.57
0.5
0.55
0.6
0.65
0.7
0.75
0.8
0.85
0.9
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
By Hour
Measurements
XAverage
UCL
+2 Sigma
+1 Sigma
Average
-1 Sigma
-2 Sigma
LCL
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-12
A process can be within statistical control (within the UCL and LCL) and yet be out of customer
specification (outside of the USL or LSL). What this means is that the process is experiencing common
cause variation (random) that cannot be corrected by an operator of the system. This is a situation that
requires the help of management. Identification of these data points is performed with the zone test:
Stability Analysis/Zone Test
Typical zone tests include the following:
•
The Rule of Seven - seven consecutive data points on either side of the mean may indicate an
out-of-control situation
•
The Rule of Six - six consecutive data points or more, trending in an upward or downward
direction, may indicate an out-of-control situation
•
The Rule of Ten - essentially 10 data points represented as a saw-tooth pattern alternating
above and below the mean.
•
Rule of 1 - a data point above the UCL or below the LCL
•
The rule of 2-out-of-3 - 2 of three consecutive data points between +2 and +3 σ or -2 to -3 σ
The concept that binds these rules together is simply this: in a statistical process chart where the data
supposed to be random within the control limits, one has no way of predicting where the data points
will land at any given time. With the rules above, we are seeing a pattern where we are expecting
randomness. This pattern is what Dr. Joseph Juran referred to as the 'signal in the noise’. See the
example below:
Scatter Diagram
The scatter diagram is used in trending and regression analysis. It plots data in an x-axis (in this case,
hours of exercise per week) and compares it to data in y-axis (gain in muscle weight). For this example,
the scatter diagram answers the following question:
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Chart Title
UCL +2 sigma + 1 sigma mean
Data - 1 sigma - 2 sigma LCL
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: Project Quality Management 8-13
Does a change in X (independent variable) cause a change in Y (dependent variable)?
•
When there is a positive correlation - an increase in X corresponds to an increase in Y, we are
trending in a positive direction.
•
When there is a negative correlation - an increase in X corresponds to a decrease in Y, we are
trending in a negative direction.
•
When there is a neutral correlation - an increase in X leads to neither an increase nor a decrease
in Y, we are showing no correlation of any impact between the measurements
For the scatter diagram to be effective or useful, the compared elements must be causally related in
some way. It is very easy to develop a series of false-positive or false-negative measurements when
comparing unrelated sets of data. Comparing US traffic deaths (x) to an increase in global warming (y)
may show a positive correlation in the scatter diagram, but in reality are completely unrelated elements.
Benchmarking
Benchmarking activities compares project practices used in the past to those that are being used in the
present. Thus, one can identify best practices, guidelines for improvements, and a method for
measuring performance. Benchmarks can be obtained through industry publications or commercially
available databases containing benchmark standards.
For example, in the construction industry, the RS Means Company offers a commercial database known
as “CostWorks”, which contains construction cost benchmarks. This database contains 23,500 activities
that can be performed at a construction site, and has these activities priced by geographic location
(depending on where the construction is being performed), as well as by the skill of the crew (low,
medium, high).
Design of Experiments (DOE)
Design of experiments was first developed by Sir Ronald Fisher for an agricultural experiment in the
early 1920s. The typical scientific method process is to change one factor in time when performing an
Muscle Weight Gain
Hours exercise/week
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: Project Quality Management 8-14
experiment. This approach is very time-consuming, as Thomas Edison found out when he attempted to
create a functioning light bulb.
With DOE, multiple factors can be experimented on simultaneously. This approach has two distinct
advantages:
•
Fewer total experiments need to be run, resulting in lower cost
•
Interactions between factors can be tracked for potential synergies
The process is done today using sophisticated statistical software tools such as Minitab®, Crystal Ball®,
@Risk® and others. This is a nontrivial process that requires training.
Exam Tip:Use DOE during the Plan Quality process to determine testing approaches and their impact on
cost of quality. Use it to optimize the product or the process to drive high levels of customer
satisfaction.
Additional Quality Planning Tools
• TheLoss Function was developed by Genichi Taguchi as a quality tool. It establishes a financial
measure of the user’s dissatisfaction with a product's performance, as it deviates from a target
value. Thus, both average performance and variation are critical measures of quality.
• Matrix Diagrams such as the House of Quality (HOQ) which is utilized in the QFD(Quality
Function Deployment) process was developed in the late 1960s by Tokyo professors Mizuno and
Akao. First utilized in the late 1960s at Mitsubishi's Kobe shipyards, the process enabled the
company that built oceangoing oil tankers to reduce their production time from six months to
four months, thus increasing their yearly productivity by 50%.
• The Kano Model was developed by Japanese social anthropologist Noriaki Kano in the 1980s. It
is a theory of product development and customer satisfaction by focusing on product attributes
that are perceived to be important to customers. This supports product specification and
discussion through better development team understanding accomplished by focusing on
differentiating the features of the product: what satisfies the customer versus what delights the
customer versus what dissatisfies the customer.
• Marginal analysis is done from the point of view of the performing organization, and weighs the
benefits or revenues from improving quality versus the costs to achieve quality.
• The force field analysis (FFA) - a tool used to weigh the pros and cons of a specific course of
action. It is also used to evaluate current business situations and obstacles to goal attainment.
The FFA views proactive and opposing forces working for or against the idea or proposed plan,
and is used as a decision making or a tactical tool.
• Nominal Group Technique is a form of brainstorming utilizing a voting process to rank ideas in
order of importance. See Chapter 5 – Group Creativity Techniques.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-15
Quality Management Concepts
You may see a reference to any of the above-mentioned quality concepts on the exam. We will
elaborate these concepts in some detail on the pages that follow.
What is important to understand is that the quality management concepts listed above have been
around for 30 years or longer. These techniques represent a historical compendium of quality ideas and
concepts that have been successful in the marketplace. While a number of the concepts are based on
theories, those theories have been validated by practitioners many thousands of times across a broad
range of businesses and business environments.
Zero Defects
Zero Defects was a concept offered in Crosby’s book ‘Quality Is Free’. The idea is not simply to exhort
the team to try to be careful so as to not make any mistakes, but to identify what methods and
processes can be implemented to systematically remove defects from the process. Once the processes
have been developed to prevent defects, they become institutionalized as part of the project process.
Fitness for Use
Does the product or service meet the customer’s need – i.e. is it fit for use by the customer?
Exam Tip: Understand the distinction between ‘grade’ and ‘quality’. A product can be low grade but high
quality as long as it meets your quality criteria:
• Is a Uniball Gel Pen™ equal in quality to a Montblanc ™? (What are your quality criteria?)
• What about in terms of grade? (The Montblanc™ may have better form, fit and finish)
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: Project Quality Management 8-16
Fitness for use as a quality principle embraces five dimensions that need to be monitored and addressed
as needed by the project:
•
First is the quality grade of the design. Are you building a Lexus or a Corolla?
•
Second is the degree of quality conformance. How closely does the product or service match
the tolerance requirements needed by the purchaser?
•
Third concerns the reliability and/or maintainability of the product or service
•
The fourth dimension concerns the safety of the product reflected in the potential risk or
injuries associated with using the product or service
•
The fifth concerns how the product or service will actually be used in the field by the customer.
Operating a Harley-Davidson motorcycle in Miami, Florida may be very different than running it
in Fairbanks, Alaska.
This principle was outlined by quality pioneer Dr. Joseph Juran in his book Quality by Design.
W. Edwards Deming
W. Edwards Deming was an American quality pioneer that developed the “14 Points for Management”
and “Seven Deadly Diseases” of management.
Deming developed the 14 Points as the "…basis for transformation of American industry… Adoption and
action on the 14 points are a signal that the management intend to stay in business and aim to protect
investors and jobs".
32
Since, as Deming asserted, management was responsible for creating the work environment,
management is also responsible for 85% or more of the quality issues that occur in the environment.
One of Dr. Deming’s most significant contributions was his development of what he called his ‘System of
Profound Knowledge’. The system consists of four parts:
1. Appreciation for system
2. Knowledge about variation
3. Theory of knowledge
4. Psychology
A system is a series of interdependent components that work together to accomplish the aim of the
system. If there is no aim, then there is no system. The idea for any component of the system is to
contribute its best to the system. With many businesses, unfortunately, management has the
independent units of organizations compete against each other for resources, budget, etc. this sub
optimizes the system and ultimately, leads to a degradation of overall system capability.
The key concepts Edwards Deming tried to get across to management was that it was critical for
management to understand variation in a process, and who was responsible for addressing the variation
32
Out of the Crisis, W. Edwards Deming, 1986, MIT Press, p.23
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: Project Quality Management 8-17
in the process. He defined the two types of variation as Special Cause variation and Common Cause
variation:
•
Special Cause variation occurs when a process exceeds its control limits. This type of error can
be addressed by the operator of the system, for example, if a piece of equipment goes out of
adjustment or out of calibration
•
Common Cause variation is the natural variation or randomness in the process. Common Cause
deviation is measured by standard deviation and is a measure of precision. Improving the
precision and tightening the standard deviation is beyond the control of an operator of the
system and can only be addressed by management
It was Dr. Deming's view that management in any form is prediction, therefore having a theory of
knowledge helps us to understand that. Any kind of rational prediction is built on theory and requires
systematic revision when impacted by reality. This is how knowledge is built: on a combination of
predictions, observation, and adjustment of the prediction based on what has been observed. It is a
fundamental empirical process.
Finally, knowledge of human psychology is necessary so that we understand people. Dr. Deming
observed that a manager of people must be aware of differences in how people learn, the speed at
which they learn, and what motivates them, as well as how to use these differences for optimization of
everyone's abilities.
Kaizen
The concept of kaizen is to implement consistent and incremental improvement. In Japan: kai means
‘to alter’, zen means ‘to improve or make better’. This concept was understood in the United States as
far back as 1926 by Henry Ford who stated:
“If we reach a stage in production which seems remarkable as compared to what has gone before, then
that is just a stage of production and nothing more. We know from the changes that have already been
brought about that far greater changes are to come, and that therefore we are not performing a single
operation as well as it ought to be performed".
33
Modern implementations of kaizen focus on activities that reduce costs, reduce cycle times, drive higher
customer satisfaction, and improve quality overall to help the business grow and sustain relationships
with its customers.
Using the P-D-C-A (Plan-Do-Check-Act) cycle as an empirical process; repeated, incremental
improvements can be realized that benefits the business and, most importantly, the customer.
Six Sigma
For the exam understand that Six Sigma defect levels are equal to 3.4 defects out of 1 million
opportunities. This translates to a defect free percentage of 99.99966% or in short 99.999%.
33
Today and Tomorrow, Henry Ford, Doubleday, 1926, p. 48
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: Project Quality Management 8-18
This is designed to bring about ‘rocket shot’, 180° turn-around improvement in a process that is causing
significant loss to the organization.
Six Sigma uses a five step process (DMAIC), which is a variant on plan-do-check-act, to implement the
turn-around:
•
_______ – define the one biggest problem or issue causing loss to the business
•
_______ – measure the current state of the process. This can be a painful reality check
•
_______ – analyze options to address the problem
•
_______ – implement the solution identified in the analysis phase
•
_______– Monitor and control the result using statistical tools to measure the result of the
change and monitor forward progress.
One of the newer implementations of Six Sigma is DFSS (Design for Six Sigma), which has the objective of
determining the needs of customers and the business and driving those needs into the product solution.
DFSS is relevant to the complex system/product synthesis phase, especially in the context of
unprecedented system development. It is process generation in contrast with process improvement and,
as such, uses the DMADV (Define, Measure, Analyze, Design, Verify) or the IDOV (Identify, Design,
Optimize, Validate) approach.
Quality Philosophies
The Just in Time approach to production eliminates the unnecessary and expensive buildup of inventory
in a manufacturing or service process. The idea of ‘just in time’ promotes the concept 'single piece flow’,
a key lean concept and one of the 14 points in the Toyota Production System. The Just in Time
manufacturing concept was founded due to the contribution of Dr. Shingo Shigeo and Mr. Taichii Ohno
of Toyota Motor Co. from 1949 to 1975.
Exam Tip:Just in time processes typically carry no inventory.
In view of his contributions, Utah State University founded the Shingo prize for excellence in
manufacturing in 1988. This prize promotes world-class manufacturing and recognizes companies that
achieve superior customer satisfaction and business results. The Shingo Prize has been compared as the
manufacturing equivalent of the Nobel Prize (http://www.shingoprize.org).
The International Organization for Standardization (ISO) was reorganized in its current form at the end
of the Second World War in 1946. ISO is a voluntary organization that promotes international standards
for manufacturing. Organizations that are ISO certified know that their products will work in other
countries where the same ISO standard has been implemented, thus removing barriers to trade.
TQM according to ISO 8402:1994, is defined as follows:
“TQM is a management approach for an organization, centered on quality, based on the participation of
all its members and aiming at long-term success through customer satisfaction, and benefits to all
members of the organization and to society." According to William Golomski (American quality scholar
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-19
and consultant, 1924-2002) TQM was first mentioned by Koji Kobayashi at NEC (Nippon Electrical
Company) in his acceptance speech for the Deming Prize in 1974.
CMMI
The Capability Maturity Model Integration (CMMI) is the second major incarnation of the capability
maturity model. The original CMM was ‘sunset’ in 2004 by the Software Engineering Institute and was
replaced by the more robust CMMI by 2006.
The CMMI is fundamentally a process designed to help organizations improve overall software quality,
which includes software design, development and deployment. The assessment levels for the CMMI are
shown above. The stairstep model that was originally used in CMM was described by Phil Crosby in his
book Quality Is Free.
The Software Engineering Institute (SEI) conducts audits of organizations that desire to be assessed at
levels 2 and above in the CMMI model. Notice the use of the word ‘assessed’ - the SEI does not certify
any organization for a specific assessment level. The assessment is conducted by a lead assessor and a
team supporting the assessor. The assessment is good for two years, at which point the organization
needs to be reassessed in order to maintain its assessment level.
34
Perform Quality Assurance
34
http://www.sei.cmu.edu/cmmi/index.cfm, Software Engineering Institute, Carnegie Mellon
Level
5 Optimizing Continuous process improvement
4 Quantitatively managed Quantitative management
3 Defined Process standardization company
wide
2 Managed Fundamental project management
1 Initial Fire Drill - adrenaline based
management
Inputs Outputs
Tools and
Techniques
Quality management plan
Process Improvement Plan.
Quality metrics
Quality control measurements
Project documents
Quality management
and control tools
Quality audits
Process analysis
Change requests
Project management plan
updates
Project document
updates
Organizational process
assets updates
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: Project Quality Management 8-20
Perform quality assurance is the process of ensuring that the quality standards set down by the
organization are being followed for the project. This includes the performance of quality audits as well
as process analysis (the third step in the Six Sigma process).
Since Perform Quality Assurance occurs in the Executing process group, we focus on requested changes,
continuous process improvement, and following organizational standards and practices. Perform Quality
Assurance utilizes the data that was collected in the Control Quality process to assess whether the
project is adhering to the appropriate quality standards.
Quality Management Tools
In addition to the seven quality tools described in the previous section, there are also seven quality
management and control to that are used in the quality assurance process. A listing of these tools with
brief descriptions regarding their functions are described below:
• Affinity Diagrams. Similar to a mind map, affinity diagrams can be used to organize thoughts on
how to solve the problem or to organize processes in terms of how to get a job done. This can
be an effective tool in the define scope process to help the project manager and the project
team understand how stakeholders get their jobs done
• Process Decision Program Charts (PDPC) defines a goal or an objective and the steps needed for
achieving the goal.
• Interrelationship Digraphs. A graphic tool that maps cause-and-effect relationships for
problems in which there are multiple variables or multiple desired outcomes.
• Tree Diagrams. This diagram is used to represent hierarchies such as the WBS, risk breakdown
structure, organizational breakdown structure, and others. They can be represented horizontally
or vertically. A specialized type of tree diagram is called the decision tree analysis which will be
described in greater detail in the risk chapter.
• Prioritization Matrices. Defines issues and alternatives that need to be prioritize for decision-
making purposes.
• Activity Network Diagrams. These types of diagrams include the AOA and the AON diagrams
detailed in the time management chapter. They can be used with schedule methodologies such
as PERT, CPM and PDM methods.
• Matrix Diagrams. Matrix diagrams shows the strengths of relationships between factors, causes,
and objectives that exist between the rows and columns in the matrix. A well-known type of
matrix diagram is known as a 'house of quality' used in the QFD process.
Quality Audit
Quality audits can occur with or without warning. The idea of performing an audit is to establish the
following:
•
Is the project team following the policies, standards, and procedures as outlined by the
organization?
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: Project Quality Management 8-21
•
Are any changes by way of corrective or preventive actions necessary to bring any part of the
project back into quality compliance?
•
Are there any improvements, lessons learned or new processes that contribute to best practices
within the organization and that can be institutionalized as ongoing processes?
•
Identify best practices, gaps or shortcomings
•
Share good practices introduced, organizationally or industry-wide
•
Offer assistance to help improve productivity and highlight contributions in lessons learned
repository
Control Quality
Control Quality gives a project manager the opportunity to apply measuring and statistical tools to
measure the effectiveness of the project team, the deliverables, and the overall level of customer
satisfaction on the project. Also note the key output: Validated Deliverables. This means that the
deliverable has been validated against the customer’s specifications.
Additional Statistical Terms
The normal distribution is the most common of the statistical distributions. In the world of statistics all
distributions will approach the normal distribution, otherwise known as the bell curve, as the size of the
sample approaches the entire population. In other words, given a large enough sample, everything
becomes a normal distribution.
Probability is a term that is expressed as a percentage, and describes the likelihood of a specific event
occurring. Another term you might see used in the exam is the concept of Conditional Probability.
Conditional probability deals with causation; it is a cloudy day and there is a probability that it will rain.
What is the probability that it is going to rain given that you have just heard thunder?
Statistical independence is the opposite of conditional probability. It states that the probability of one
event occurring does not affect the probability of another event occurring. Flipping a coin, there is a 50-
50 probability that I will either get heads or tails. If I flip the coin for a second time, the chance of
Inputs Outputs
Tools and
Techniques
Project management plan
Quality metrics
Quality checklists
Work performance data
Approved change requests
Deliverables
Project documents
Organizational process assets
Seven basic quality tools
Statistical sampling
Inspection
Approved change requests
reviews
Quality-control measurements
Validated changes
Verified deliverables
Work performance information
Change requests
Project management plan updates
Project document updates
Organizational process assets
updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-22
getting heads or tails remains 50-50. The first coin flip has no impact on the probability of the outcome
of the second coin flip.
Mutual exclusivity means that two events cannot occur in a single trial. If we throw a six sided dice, it
cannot come up simultaneously on six and on five. If you flip a light switch on the wall, the light is either
on or it is off. It cannot be in both states simultaneously.
Variable and Attribute Sampling
There are two types of data that will be referenced on the exam:
• Variable data – also called ‘continuous’ data
• Attribute data – also called ‘discrete’ data
The characteristics of the two data types appear below:
One of the key points you need to understand about variable data (continuous data) and attribute data
(discrete data), is that you cannot perform math on attribute (discrete) data.
_______________ represents an attribute, for example, the number on a football jersey or the number
of a bus route. In this case, the attribute data is simply a label that helps to identify the football player
or the bus route. If you have two bus routes, #252 and #121, performing a mathematical operation on
these two numbers yields a meaningless result.
_______________, on the other hand, enables us to perform mathematical functions on the data. The
data can be added, averaged or have other operations performed on it. For example, I want to compute
the average height of males in a specific population. The measurements that we take, accurate to an
eighth of an inch, can be computed and averaged.
Discrete
Data:
Attribute
Yes/No
Pass/Fail
Continuous
Data:
Variable
Test Score
Height/Weight
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-23
Project Quality Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Quality Management processes are shown
below. Know these process interactions for the exam.
In Summary…
This section discussed quality management, including:
•
Gold plating, and why it is not acceptable
•
Quality theories, including Zero Defects, Fitness for Use, Deming, Kaizen, Six Sigma, CMM, and
CMMI
•
Fishbone diagrams and how they are used
•
Standard deviation and definition of One Sigma, Two Sigma, Three Sigma, and Six Sigma
•
How to read and use control charts, Pareto diagrams, run charts, and scatter diagrams
Scope
Create WBS:
Scope baseline
Perform Quality
Assurance:
CR’s
Various document
updates
Cost
Determine Budget:
Cost performance baseline
Plan Quality:
Quality management
plan
Quality metrics
Quality checklists
Process improvement
plan
ExecutingPlanning Monitoring and
Controlling
Initiating
Risk
Identify Risks:
Risk register
Perform Quality
Control:
Validated changes
Verified deliverables
QC measurements
Integration
Develop PM Plan:
Project Management Plan
Time
Develop Schedule:
Schedule Baseline
Stakeholder Mgt.
Identify
Stakeholders:
Stakeholder register
Integration
Direct and Manage
Project Work:
Deliverables
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: Project Quality Management 8-24
Quality Process Check
Match the process to its definition:
___Plan quality management A. The process of auditing the quality
requirements and results quality control
measurements to ensure that appropriate
quality standards operational definitions are
used
___Perform quality assurance B. The process of monitoring and recording
results of executing the quality activities to
assess performance and recommend necessary
changes
___Control quality C. The process of identifying quality requirements
and standards for project and its deliverables
and documenting how the project will
demonstrate compliance with quality
requirements
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-25
Chapter Eight Memory Check
1. The limits that are calculated on a statistical process control chart are the ______ limits,
whereas the limits that are set by the customer are called the ___________ limits
2. A comparison of project activities against a known standard is called ______________
3. Weighing the cost of implementing quality against the benefit it will deliver for the project is
called a ____-_________________
4. The tool that is used to test multiple factors simultaneously is called ________ __ ___________
5. ____________ is the lowest cost of quality, while __________ is the highest cost of quality
6. The tipping point where benefits or revenues received from improving quality equals the cost to
achieve that quality is called a ____________________
7. A process that establishes a financial measure of the user dissatisfaction with a product's
performance, as it deviates from a target value, is described in Taguchi’s
____________________
8. ‘Fitness for use’ was a concept pioneered by ____________________
9. The five levels of the CMMI are in order; _______, __________, _________,
____________________, __________
10. The amount of inventory carried in a ________ __ ___________process is typically zero.
11. Six Sigma represents an accuracy of ________%
12. Continuous, incremental improvement in a product or process is called _________ in Japan
13. Deming observed that at least ___% of the cost of quality (or poor quality) is management’s
responsibility
14. ____________________states that the probability of one event occurring does not affect the
probability of another event occurring
15. The key output of the Plan Quality process is the ________ ___________ ___________
16. A product that is not particularly attractive but meets your quality criteria for fitness for use can
be described as ___ _ ________, but high quality
17. The key output of Perform Quality Assurance is ____________________
18. Data that you can perform mathematical computations is called ________ or ________,
whereas data that describes a label or a pass/fail scenario is described as ________ or
_________ data
19. The quality pioneer that promoted the idea of zero defects was ____________________
20. Kaoru Ishikawa created a diagram used to ferret out root causes of problems that was called the
________ ____ ___________ diagram
21. The ________ ______ is used to determine if the data in an SPC chart is out of control, even
though the data points are within the control limits of the chart
22. The __________ chart is used to identify critical issues in descending order of frequency
23. To determine if a change in ‘X’ corresponds to a change in ‘Y’, the chart that best displays this
correlation is the ______________________
24. ____________________means that two events cannot occur in a single trial
25. The key output of Control Quality is ____________________
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Quality Management 8-26
Chapter 8 Test
1. You are in the process of developing the quality management plan for your project. You have asked the
technical team for some quality metrics that would be useful to document for the quality management
plan. They've identified several other projects that are similar to this one, and seemed to think that the
quality metrics established in these projects would also be applicable to the current project. This
technique is called:
a. Quality audit
b. Process analysis
c. Benchmarking
d. Statistical sampling
2. The project team has collected a series of issues and ranked them by frequency. This data will be a key
input into your process improvement plan. What specific tool or technique is used to chart in this data?
a. Ishikawa diagram
b. Pareto chart
c. Scatter diagram
d. Statistical sampling
3. The project stakeholders are somewhat concerned about the costs of delivering a quality product. While
they want to make sure that the customer receives a high quality product they want to ascertain that the
benefit of making certain quality improvements will actually translate into something the customer will
buy. The process of comparing the quality expense to potential return on investment is called:
a. Quality ROI
b. Process analysis
c. Monte Carlo analysis
d. Marginal analysis
4. Part way through the project, one of the stakeholders approached you with a vexing problem. There was
an issue with one of the components delivered in the project, however whenever the technical team tried
to solve the problem, it kept coming back… As the project manager, you instructed the stakeholder that
what was needed here was some form of root cause analysis. What is the best of the quality control tools
to use in this situation?
a. Ishikawa diagram
b. statistical sampling
c. Pareto chart
d. scatter diagram
5. You are performing a quality audit on several aspects of your current project. Some of the process
interactions are quite complex, so it is important to determine which of the processes have the greatest
impact on the result. What type of management tool is the most appropriate to use in this situation?
a. Affinity diagram
b. Interrelationship digraph
c. Prioritization matrix
d. Process decision program chart
6. Who is responsible for project quality?
a. senior management
b. the project manager
c. the sponsor
d. the project team
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: Project Quality Management 8-27
7. You are facilitating your project kickoff meeting and several of the stakeholders have gotten into a
discussion regarding specific quality attributes that the product should possess. One of the stakeholders
has referenced an article from the Gartner Group about best practices. Another stakeholder is focusing
on specific quality processes maintained within their organization. As the project manager you are
attempting to reconcile the differences that the stakeholders are raising. What is the real issue?
a. Quality practices should be determined and administered by the QA organization, not the
stakeholders
b. Product quality attributes are specific to the product - the stakeholders are focusing on the
wrong elements
c. Quality attributes are controlled by senior management and executed during quality control
d. Quality attributes are documented in ISO specifications depending on the industry
8. The project management life cycle consists of initiating, planning, executing, monitoring and controlling
and closing. What cycle is the basis for quality improvement?
a. Analyze, Review, Execute, Control
b. Plan, Do, Check, Act
c. Prepare, Execute, Analyze, Act
d. Initiate, Design, Observe, Verify
9. The usability of a product or a service by the customer was something that was described by Dr. Joseph
Juran as:
a. Usability quotient
b. Quality trilogy
c. Customer use satisfaction index
d. Fitness for use
10. All of the following elements are external impacts of poor quality except:
a. Cost to regain lost business
b. Decreased efficiency
c. Negative press
d. Rework
11. One of the purposes of a statistical process chart is to measure the variances in a process and to help
determine whether those variances are random variations in the process or ‘attributable’ causes. What
does the standard deviation in the chart measure?
a. Accuracy
b. Precision
c. Variance
d. Process Capability
12. +/-3 sigma constitutes what percentage of the entire population measured in an SPC chart?
a. 99.73%
b. 95.45%
c. 96.85%
d. 99.98%
13. The cost of performing quality assurance activity falls under ________________________?
a. Rework
b. Warranty work
c. Nonconformance work
d. Conformance work
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: Project Quality Management 8-28
14. Your organization was focused on producing good quality for the customer. After a recent merger,
however, the new management team is questioning the processes you were using to produce this level of
quality. The new CFO claimed that many of these processes were extraneous and were costing the
company too much money. As a senior program manager, you set up a meeting with the CFO to discuss
his concerns. What is the most effective argument you could make for maintaining good quality within the
organization?
a. Good quality is good for the corporate image, retains customers and maintains productivity
b. Good quality increases productivity, reduces cost, and decreases risk
c. Good quality will ensure the CFO makes her bonus this year
d. Good quality will improve positive press for the organization, reduce time-to-market, and
increase profitability
15. Quality policies and standards are established in :
a. Plan quality management
b. Control Quality
c. Perform quality assurance
d. Monitoring and controlling process group
16. You have just reviewed the most recent audit from the quality assurance organization which has
identified an out-of-control process. You call the members of the technical team in for an emergency
meeting to address the situation, as this is a critical process in your development effort. Analyzing an out
of control situation for remediation occurs in which process and results in the creation of?
a. Perform quality assurance and project management plan updates
b. Control Quality and change requests
c. Perform quality assurance and change requests
d. Control Quality and validated changes
17. Your project stakeholders have come to you with an issue: they're attempting to tune a process in one of
the recent deliverables from the technical team. They're trying to analyze whether a change in the
sensitivity of the logging process will result in greater accuracy from the performance logs. The best chart
to use that would illuminate a cause-and-effect relationship would be?
a. Pareto chart
b. SPC chart
c. Scatter diagram
d. Ishikawa diagram
18. The SIPOC diagram is a type of....?
a. Prioritization matrix
b. Control chart
c. Flow chart
d. Cause-and-effect diagram
19. You are working with the marketing organization to help develop a new advertising campaign using a
direct mail model. There are literally hundreds of combinations of elements that can be used in each
direct mail piece. Testing the most effective approach that will produce the highest response rate will take
months to complete and potentially cost many hundreds of thousands of dollars. What method would
help reduce the time, dollars, and the actual number of tests that would be required to ascertain the best
direct mail combination of elements?
a. Six Sigma
b. Design of Experiments
c. Deming’s 14 points
d. The Juran Trilogy
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: Project Quality Management 8-29
20. Your technical team has just identified a process that requires some corrective action. Corrective action is
closest to:
a. Continuous process improvement
b. Defect analysis
c. Rework
d. Constraint analysis
21. You have been reviewing the output on a statistical process chart. While all the data in the chart is
contained within the upper and lower control limits of the chart, a potential issue has been identified: it
appears that there were eight consecutive points on the chart that occurred between the mean and +1
sigma. In terms of statistical process control this specifically violates:
a. The rule of 7
b. The Taguchi loss function
c. The zone test
d. The ‘t’ test
22. During the last quality planning meeting there were some disagreement between the stakeholders and
the team on which quality tools would be the best tools to measure the state of the manufacturing
process. As the project manager, you help facilitate the discussion by creating a list of pros and cons for
each of the quality testing methods. Which would be the most effective tool in helping you decide on the
best approach ?
a. Force field analysis
b. Monte Carlo analysis
c. Pareto analysis
d. Bayesian analysis
23. At the first project quality management team meeting with your team and key stakeholders, a lively
discussion emerged about the cost of quality. As this discussion proceeded, it became obvious that some
of the stakeholders did not understand the difference between the cost of conformance and the cost of
nonconformance of the final product deliverables. What is the best definition of the cost of conformance?
a. Money spent due to internal failures
b. Money spent due to external failures
c. Money spent to avoid failures
d. Money spent on quality audits
24. The project sponsor and the technical team are sitting down to determine which features would best
serve the customer in the upcoming project. The sponsor has indicated that they want to go beyond just
simple customer satisfaction; they want to ‘wow’ the customer. Which of the following processes would
best demonstrate this distinction?
a. The Kano Model
b. Pareto analysis
c. Monte Carlo analysis
d. Fitness for use analysis
25. You're working in a lean manufacturing environment in which the watchword is ‘just in time’ (JIT). This is
the end of a 36 month process that took your organization from a top-heavy, costly and time-consuming
process to a process that reduced cycle time by 85% and costs by 78%. A process that is JIT typically
caries what % inventory?
a. 5%
b. 0%
c. 10%
d. 2.5%
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: Project Quality Management 8-30
Chapter 8 Test – Answers
1. C – The process that is described in the question is known as benchmarking
2. B – Pareto charts are set up to rank issues in a frequency of occurrence order from the highest frequency
to the lowest frequency
3. D – This defines a marginal analysis: where the benefits from improving quality equal the costs to achieve
that quality. In this case, if the costs to make improvements does not translate into something the
customer will pay for, then it may not be beneficial to make the improvement
4. A – The Ishikawa diagram is designed to surface core issues through a root cause analysis process
5. B – The scenario describes a type of root cause analysis which is best handled by an interrelationship
digraph
6. B – The project manager is responsible for project quality. Senior management is responsible for overall
organizational quality. The sponsor is usually the recipient of a quality product and the project team
members are responsible for the quality of their specific element of the project work
7. B – Product quality attributes are as individual as the product being created and the customer for whom
the product is being created
8. B – Plan, do, check, act. All the other ‘cycles’ are made up. PMBOK® Guide, 5th edition, p. 229
9. D – Juran defined the usability of product in the customer’s hands as fitness for use
10. D – Rework is an internal cost of quality. PMBOK® Guide, 5th edition, p. 235
11. B – Standard deviation is a measure of product or process precision i.e. how closely the product conforms
to target values
12. A – Per definition 99.73%
13. D – Quality assurance falls into the conformance work category. PMBOK® Guide, 5th edition, p. 244
14. B – Good quality increases productivity (less cycle time), reduces cost (fewer defects) and decreases risk
that the product will be returned by the customer). Answer ‘C’, though important to the CFO, has nothing
to do with the customer. Answers ‘A’ and ‘D’ while they may be true are not the core reasons for
maintaining good quality
15. A – Quality policies and standards are established in the Plan Quality process. PMBOK® Guide, 5th edition,
p. 231
16. B – Analysis of an out-of-control situation occurs in Control Quality and usually results in a change request
to implement a corrective action. PMBOK® Guide, 5th edition p 253
17. C – Does a change in ‘x’ have an impact on ‘y’? What describes this relationship is a scatter diagram
18. C – By definition, the SIPOC diagram is a type of flowchart. PMBOK® Guide, 5th edition, p. 236
19. B– Design of experiments is, by definition, the tool to use in this instance
20. C – Corrective action is closest to rework by definition. PMBOK® Guide, 5th edition, p. 559: “Action taken
to bring a defective or nonconforming component into compliance…”
21. A – This explicitly defines the rule of 7: seven or more consecutive data points that are above or below the
mean and within 1 standard deviation of the mean
22. A – force field analysis addresses pros and cons and awaited format .PMBOK® Guide, 5th edition, p. 240
23. C – Cost of conformance is the money spent to avoid failures. PMBOK® Guide, 5th edition, p. 235
24. A – The Kano model explicitly captures dissatisfiers, satisfiers and delighters in a product or process
25. B – A just in time process typically carries 0 inventory
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: Project Human Resource Management 9-1
Chapter 9 : Project Human
Resource Management
Topics:
Overview of Project Human Resource Management
Human Resource Planning
Acquiring Project Team
Developing Project Team
Managing Project Team
Section Objectives
With this section, you will be able to:
Describe how to create and use a staffing plan
Design a responsibility matrix
List the four stages of the Tuckman team development
Describe various motivational theories
Describe leadership styles and the most appropriate to use
Sequentially list the seven main sources of project conflicts
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: Project Human Resource Management 9-2
Project Human Resource Management Process Summary
The high level Project Human Resource Management output elements, by Process Group are:
Initiating
Planning Executing Monitoring and
Controlling
Closing
Human resource plan Project staff assignments
Resource calendars
Team performance
assessments
CR’s
Various document updates
Project Human Resource Management
Project human resource management describes the processes that enable the project manager to
organize and lead the project team. A subset of the project team is the project management team,
which is responsible for leadership activities in each of the five major process groups.
Part of the role of the project manager in managing the project team is to influence the team when
human resource factors may impact the project, and to ensure professional and ethical behavior at all
times when conducting project activities.
Human Resource Roles
The key responsibilities of each group are listed below:
Plan human
resource
management
Acquire Project
team
Develop Project
Team
Manage Project Team
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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: Project Human Resource Management 9-3
The Project Sponsor
• Protects the project from external influences
• Provides funding
• Approves the charter and PM Plan
• Sets priorities between projects
• Identifies Project Manager and authority level
• Approves or rejects changes
• Formally accepts deliverables or product of project
The Stakeholders
• May have PM plan signoff responsibilities
• Validate Scope and deliverables
• May be part of the change control process for approvals/rejections
• Provide requirements
The Line (functional) Manager
• Provides project resources and SME’s (in a matrixed organization)
• Participates in initial planning
• Manages project activities that fall to their area
• May address team member performance with the project manager
The Project Manager
• May contribute to writing the project charter
• Is responsible for all aspects of the project:
o Project management planning
o Communications to stakeholders
o Change management planning
o Creating all needed management plans (scope, time, budget, quality, communications,
HR, risk and procurement)
o Using metrics to measure project progress and implement changes or corrections when
needed
o Proactively addressing potential problems
o Possesses the authority to accomplish the work of the project
o Resolves variances to the project management plan with the team
o Regularly and proactively addressing project risks with the team
• Ultimately responsible for project success or failure
The Portfolio Manager – Senior Management
• Responsible for executive level governance of the portfolio
• Ensures the project meets the strategic goals of the organization
• Engages senior executives for project support
• Responsible for driving the highest ROI for the project
The Program Manager – Senior Management
• Offers guidance to project managers on individual projects
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: Project Human Resource Management 9-4
• Functions in an oversight capacity to ensure each project contributes to the overall benefit of
the program
The Project Team
• Translates user requirements into technical specifications needed to deliver the product of the
project
• Defines work packages and activities in the WBS
• Identifies dependencies between work packages and/or activities
• Provides time and cost estimates for the project manager
• Resolves internal disputes
• Complies with internal corporate standards, methods, procedures, quality requirements
• Can recommend process improvements, corrective actions or implement defect repairs
The above listing is only a partial listing of the responsibilities each group. Readers would do well to
study this list, as questions regarding any of the roles and responsibilities in this section may appear on
the exam.
Develop Human Resource Plan
Developing the human resource plan includes the major headings listed below, along with a brief
description of what is expected for each.
1.
Roles and Responsibilities- can be assigned to a person or group. This defines roles, authority,
responsibility, and competency. These individuals or groups can be within or outside the
performing organization. The roles described for the project may not have a direct analog to a
position within the organization. Thus it is the project manager's job to identify resources that
can take on the responsibilities of the particular role needed for the project. These roles can be
documented in a responsibility assignment matrix (RAM) in the form of a RACI chart
(responsible, accountable, consult, inform)
2.
Org Charts - an organizational breakdown chart (OBS) is critical for identifying management
hierarchies in the project and identifying potential escalation paths should there be issues that
the project manager has not been empowered to resolve. In a matrix organization this becomes
a critical factor, as it may identify functional managers from whom the project manager secures
resources for the project. The org chart also works hand-in-hand with a roles and
Inputs Outputs
Tools and
Techniques
Activity resource
requirements
Enterprise environmental
factors
Organizational process
assets
Organizational charts
and position
descriptions
Networking
Organizational theory
Human resource Plan
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: Project Human Resource Management 9-5
responsibilities chart, in that it will identify an unambiguous owner for each work package in the
project
3.
Staffing Management Plan - this plan describes how human resource requirements will be met
for the project. The plan can be formal or informal, detailed or general, depending on the
project needs. The staffing management plan is continually updated during the project and
usually includes the following elements:
o Staff Acquisition - identifies when specific resources roll on or off the project and the
skill levels required of those resources
o Resource Calendars - identifies when staff acquisition activities should begin as well as
staff availability and hours available from a particular resource
o Staff release plan - defines when resources are released from the project so that those
resources are no longer charged to the project
o Training - may be required if the performing organization is dealing with a new or
untried technology. It is also beneficial in that it will help team members attain
certifications that support their ability to meet project requirements. In PMI’s view,
training is not used as a ‘perk’.
o Recognition and Rewards - the idea of a recognition and reward system is that it tends
to promote desired behavior on the project.
o Compliance - this involves compliance with government regulations or union contracts
in addition to established human resource policies
o Safety - these include methods and procedures that are designed to protect team
members from the potential safety hazards. These elements are not only included in a
staffing management plan, but can also be included in the risk register
HR Enterprise Environmental Factors& Organizational Process Assets
When developing the human resource plan, the project manager needs to understand what enterprise
environmental factors and organizational process assets can affect the outcome of the project.
Enterprise Environmental Factors - these elements need to be addressed thoroughly, especially when it
comes to organizational and political issues. Remember the definition of a stakeholder? It is anyone that
can be positively or negatively impacted by your project. If there is a negative impact on a stakeholder,
that stakeholder may have a completely different agenda and may work against successful completion
of the project. The project manager's job is to uncover any alternative agendas and work with
stakeholders to ensure their needs are met.
Organizational Process Assets –the elements that will assist the project manager are standardized
matrices such as standardized roles and responsibilities as well as any documented and repeatable
processes. Usually an organization will have established templates and tools (e.g. progress reports,
executive dashboards, change request forms, etc) that are subsumed inside the organization's PMIS.
Historical data from previous projects and organizational structures that have been successful on
previous projects can serve as guidance for the project manager.
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: Project Human Resource Management 9-6
Roles and Responsibilities
The roles and responsibilities grid is a critical tool for the project manager. It can identify activities,
documents, and other deliverables along with the person accountable for those activities, documents or
deliverables. In other words, it provides a ‘single wringable neck’ and identifies to the project manager
who owns the deliverable and is responsible for its completion.
The grid can be in a form as shown below, customized for the project, or there can be a standardized
format based on what is required by way of methods and procedures for your project.
Key:
• Responsible
• Accountable
• Consult
• Informed
Staffing Management Plan
For a small project requiring few resources and a quick turnaround, the staffing management plan may
simply be a single page that lists who's going to work on the project. For large, complex projects
requiring large teams numbering into hundreds of people, staffing management plan is required to track
the following:
• All needed resources for the project
• When the resources for the project are needed, available, and their anticipated duration on the
project
• Any gaps such as needed skill sets or levels of expertise required for the project
• When resources roll off the project
• Any potential training needs
The Staffing Management Plan contains:
• The Resource Histogram: Shows what resources will be needed and at what times in the project
• Staffing Release Plan: Establishes method and timing for releasing resources
The Resource histogram is used to visually chart where resources are needed on the project and the
hours needed from each resource on a daily/weekly/monthly basis. An example of a resource histogram
appears below.
Person
A
Person
B
Person
C
Person
D
Activity A A C R
Activity B C A
Activity C R A I C
Activity D C R C
Activity E I R A
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: Project Human Resource Management 9-7
Acquire Project Team
Exam tip: This means >> ‘acquire the final project team’.
The following actions are included:
• Know the pre-assigned resources
• Negotiate for the best resources available
• Hire new resources if it is an option
• Bring on contractors/consultants when needed
• Understand the impact of using virtual teams (i.e. non co-located or off-shore)
You may see a question on the exam that relates to a concept called the 'halo effect'. The halo effect is
essentially a cognitive bias – for example: because of an individual’s ability to perform well as a tactical
planner, the individual’s manager ascribes strategic planning expertise to the same individual. In short,
because you are good at one thing, you will be good at everything we ask you to do.
In a psychology study published in 1920, Edward L. Thorndike asked commanding officers to rate their
soldiers; Thorndike found high cross-correlation between all positive and all negative traits. People seem
0
1
2
3
4
5
6
7
8
BA
UI
Dev
Testers
Q1
Q2
Q3
Q4
Inputs Outputs
Tools and
Techniques
Project Management Plan
Enterprise environmental
factors
Organizational process assets
Pre-assignment
Negotiation
Acquisition
Virtual teams
Multi criteria
decision analysis
Project staff
assignments
Resource calendars
Project management plan
(updates)
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: Project Human Resource Management 9-8
not to think of other individuals in mixed terms; instead we seem to see each person as roughly good or
roughly bad across all categories of measurement.
35
Multi-Criteria Decision Analysis
The multi-criteria decision analysis is used to help rate orscore potential team members. The criteria are
weighted based on the relative importance of the criteria. Typical selection criteria include but are not
limited to the following:
• Availability
• Cost
• Experience
• Ability
• Knowledge
• Skills
• Attitude
• International factors
Develop Project Team
The Develop Project Team process is fundamentally about enhancing and improving the overall team
environment to increase project performance. Therefore, it is the project manager's job to acquire the
necessary skills that will help build, maintain, motivate, lead, and inspire project teams to achieve high
performance and meet project objectives
.
For the exam, project managers do the following:
• Provide the team with challenges and opportunities
• Offer feedback and support
• Engage in collaborative problem-solving and decision-making
• Utilize effective and open communications between team members and stakeholders
• Manage conflicts in a constructive manner
• Facilitate an environment of teamwork and cooperation
35
http://en.wikipedia.org/wiki/Halo_effect
Inputs Outputs
Tools and
Techniques
Human Resource Mgt.
Plan
Project staff assignments
Resource calendars
Interpersonal skills
Training
Team-building activities
Ground rules
Co-location
Recognition and rewards
Personnel assessment
tools
Team performance
assessment
Enterprise environmental
factors updates
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: Project Human Resource Management 9-9
Exam Tip:
Team performance assessments evaluate the entire team for the project as a whole. It is the primary
output of the Develop Project Team process.
Project performance appraisals are an evaluation of an individual's performance on the project, and is a
tool and technique of the Manage Project Team process
Project Manager Authority
The types of project manager authority are based on authority levels from general management
practice. A brief description of these authority types follows:
Legitimate - this authority is then assigned to you by senior management and is outlined in the
project charter
Reward - the project manager can issue rewards for exceptional job performance or perks. For
example, ‘comp time’ is usually considered a perk for employees that have expended extra time
on the job to meet a deadline.
Penalty - this indicates the power of the project manager to coerce an employee into specific
behavior through the threat of penalty, loss of status, or other negative. Writing up an
employee for insubordination to force a certain kind of behavior is considered penalty power.
Expert - expert power means that you are an expert in your area. People on the team defer to
you or seek solutions from you because of your expertise. Expert power is always earned and
never assigned.
Referent – referent power addresses the charisma, personality, and leadership qualities of the
project manager. Such a PM can exert a strong influence on a team due to their strong ‘likability’
factor.
Representative - in this situation the team has decided that you would be the best person to
serve the needs and interests of the team and have, in a sense, ‘elected' you as their
representative.
Expert and reward are the best forms of power according to PMI. The worst is penalty power.
The Tuckman Model
The Forming – Storming – Norming – Performing model of group development was first proposed by
Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for
the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to
deliver results. He added a fifth stage – Adjourning – in the 1970’s.
Tuckman's model explains that as the team develops maturity and ability, relationships establish, and
the leader changes leadership style. Beginning with a directing style, moving through coaching, then
participating, finishing delegating and almost detached. At this point the team may produce a successor
leader and the previous leader can move on to develop a new team.
The five stages are described as follows:
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• Forming: High dependence on leader for guidance and direction. Little agreement on team aims
other than received from the leader. Individual roles and responsibilities are unclear. Leader
must be prepared to answer lots of questions about the team's purpose, objectives and external
relationships.
• Storming: Team members vie for position as they attempt to establish themselves in relation to
other team members and the leader, who might receive challenges from team members
• Norming: Agreement and consensus is largely forms among team, who respond well to
facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made
by group agreement. Smaller decisions may be delegated to individuals or small teams within
group. Commitment and unity is strong
• Performing: The team is more strategically aware; the team knows clearly why it is doing what it
is doing. The team has a shared vision and is able to stand on its own feet with no interference
or participation from the leader
• Adjourning: The break-up of the group, hopefully when the task is completed successfully, its
purpose fulfilled
Motivational Theories
You may see reference to any of the four motivational theories shown above on an exam question. You
will not see references to any of the above-mentioned theories in the
PMBOK® Guide, 5th edition
,
however, it is important that you understand the fundamentals of these theories.
If you have never had any exposure to these theories, see if you can answer the following question, just
for fun:
Q: You are a project manager in a matrix organization and are leading a team of people that report to
various functional managers. One of these team members seems somewhat distraught; in spite of the
fact that you think she's doing a good job on your project, she recently complained to you that her boss
(the functional manager) does not seem to take notice of her extra effort on this project. In fact, none of
the extra effort that she puts into the job appears to be recognized by her boss at all, and he continues
to hammer her for more effort. At this point she is considering looking for another job, as she thinks that
nothing she does will make a difference at this company. What motivational theory describes this
situation?
Maslow’s Hierarchy of needs
Herzberg’s Hygiene Theory
Expectancy theory
Achievement Theory
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: Project Human Resource Management 9-11
a.
Achievement theory
b.
Herzberg's hygiene theory
c.
Maslow's hierarchy of needs
d.
Expectancy theory
Maslow's Hierarchy of Needs
Psychologist Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper “A
Theory of Human Motivation”
36
and his subsequent book, Motivation and Personality.
37
This hierarchy
suggests that people are motivated to fulfill basic needs before moving on to other needs.
Maslow’s hierarchy of needs represents part of an important shift in psychology. Rather than focusing
on abnormal behavior and development (Freud), Maslow’s humanistic psychology was focused on the
development of healthy individuals.
Herzberg's Hygiene Theory
Frederick Herzberg performed studies to determine which factors in an employee's work environment
caused satisfaction or dissatisfaction. The findings were published in his 1959 book The Motivation to
Work.
The studies included interviews with employees who were asked what pleased and displeased them
about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation)
36
Maslow, A. H. (1943). A Theory of Human Motivation, Psychological Review 50, 370-96.
37
Maslow, A.H. (1943). Motivation and personality. New York: Harper.
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: Project Human Resource Management 9-12
were different from that causing job dissatisfaction. He developed the motivation-hygiene theory to
explain these results. The satisfiers were labeled motivators and the dissatisfiers were labeled hygiene
factors. In this sense, the term "hygiene" means that they are considered maintenance factors that are
necessary to avoid dissatisfaction but the presence of these factors does not provide motivation or
satisfaction.
Herzberg often referred to these hygiene factors as "KITA" factors, (KITA is an acronym for Kick In The
A...), which are defined as the process of providing incentives or a threat of punishment to cause
someone to do something. Herzberg argues that these provide only short-run success because it is the
motivator factors that determine whether there is satisfaction or no satisfaction. These motivators are
intrinsic to the job itself, and do not result from ‘carrot and stick’ incentives.
38
Expectancy Theory
While Maslow and Herzberg looked at the relationship between internal needs and the effort to fulfill
them, Vroom separates effort (which arises from motivation), performance, and outcomes.
Vroom stated that for a person to be motivated, performance and motivation must be linked. He
created three variables (shown above) called Valence, Expectancy and Instrumentality to account for
this link.
Expectancy is the belief that increased effort will lead to a specific outcome; i.e. “If I work harder, the
boss will reward the extra effort.” This is affected by such things as:
1. Having the right resources available (e.g. raw materials, time)
2. Having the right skills to do the job
3. Having the necessary support to get the job done (e.g. supervisor support, or correct
information on the job)
Instrumentality is the belief that if you perform well a valued outcome will be received; i.e. “If I do a
good job, there is reward or recognition I can receive.”
Valence is the importance the individual places upon the expected outcome. For example, “If I am
mainly motivated by money, I might not care about offers of ‘comp’ time.”
39
38
Herzberg, F., Mausner, B. &Snyderman, B.B. 1959, The Motivation to Work. John Wiley. New York.
39
Work and Motivation, Victor Vroom, Jossey-Bass 1994
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: Project Human Resource Management 9-13
Achievement Theory
David McClelland is noted for elaborating three areas of motivational need, which he described in his
1961 book, The Achieving Society.
Most people possess and exhibit a combination of all three characteristics.
Some people exhibit a strong bias to a particular motivational need, and this ‘needs mix’ affects their
behavior and managing style.
McClelland suggested that:
• Strong n-affil 'affiliation-motivation' can undermine a manager's objectivity because of their
need to be liked, which affects the manager's decision-making capability.
• Strong n-pow 'authority-motivation' will produce a determined work ethic and commitment to
the organization, however n-pow people are attracted to the leadership role and may not
possess the required flexibility and people-centered skills.
• Strong n-ach people with strong 'achievement-motivation' make the best leaders, however
there can be a tendency to demand too much of their staff in the belief that they are all similarly
and highly achievement-focused and results driven.
Achievement (nAch)
Affiliation (nAff)
Power (nPow)
Personal responsibility
Feedback
Moderate risk
High nAch
In charge
Competition
Status
High nPow
Friendship
Cooperation
Mutual understanding
High nAffil
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: Project Human Resource Management 9-14
Leadership Theories
In addition to the specific theories listed above, there is a listing of various leadership and management
styles that may be referenced on exam questions. These elements are included in what you'll find
discussed in the three leadership theories outlined on the next pages:
• Analytical - a manager with technical expertise that makes technical decisions for the project
• Autocratic - the PM has power to do whatever they want
• Bureaucratic - as the title implies, this management style focuses on following documented
procedures exactly without deviation. This may be necessary on work involving government
contracts such as DOD contracts or contracts with state and city government
• Charismatic -motivates the team to high levels of performance because of an energizing
leadership style.
• Consultative - seeks input from the team to make decisions on the project
• Driver -issues orders and expects them to be followed. Some view this approach to
management as 'micromanagement'.
• Influencing - this approach emphasizes collaborative decision-making and focuses on teamwork
and team building.
• Laissez-faire - here the manager functions in a consultative capacity and basically stays out of
the way while the team focuses on the work at hand. Sometimes this is approach is called a 'self
organizing team'.
Theory X and Y
This was created and developed by Douglas McGregor at the MIT Sloan School of Management in the
1960s. It describes two very different attitudes toward workforce motivation. McGregor felt that
companies followed either one or the other approach. He also thought that the key to connecting self-
actualization with work is determined by the managerial trust of subordinates.
__________
In this theory, which many managers practice, management assumes employees are inherently lazy and
will avoid work if they can. They inherently dislike work. Because of this, workers need to be closely
supervised and comprehensive systems of controls developed. A hierarchical structure is needed with
narrow span of control at each and every level. According to this theory, employees will show little
ambition without an enticing incentive program and will avoid responsibility whenever they can.
McGregor’s Theory X and Y
Theory Z (Ouchi)
Situational Continuum
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: Project Human Resource Management 9-15
According to Michael J. Papa, researcher in organizational communication, if the organizational goals are
to be met, theory X managers rely heavily on threat and coercion to gain their employee's compliance.
_________
In this theory, management assumes employees may be ambitious and self-motivated and exercise self-
control. It is believed that employees enjoy their mental and physical work duties. According to Papa, to
them work is as natural as play. They possess the ability for creative problem solving, but their talents
are underused in most organizations. Given the proper conditions, theory Y managers believe that
employees will learn to seek out and accept responsibility and to exercise self-control and self-direction
in accomplishing objectives to which they are committed. A Theory Y manager believes that, given the
right conditions, most people will want to do well at work.
Theory Z
In THEORY Z, Ouchi describes the art of Japanese management and shows how it can be adapted to
American companies. He takes readers behind the scenes at several U.S. corporations making the
Theory Z change and shows step-by-step how the transition works. Ouchi also examines the corporate
philosophies that have become blueprints for Theory Z success, and looks at the evolving culture of “Z”
people in society.
Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong
focus on the well-being of the employee, both on and off the job.
Theory Z management tends to promote stable employment, high productivity, and high employee
morale and satisfaction.
Situational Leadership
Directing/Telling Leaders define the roles and tasks of
the 'follower', and supervise them closely. Decisions are
made by the leader and announced
Coaching/Selling Leaders still define roles and tasks, but seek
ideas and suggestions from the follower. Communication is much
more two-way
Supporting/Participating Leaders pass day-to-day
decisions, such as task allocation and processes, to the follower.
The leader facilitates but control is with the follower
Delegating Leaders are still involved in decisions and
problem-solving, but control is with the follower. The follower
decides when and how the leader will be involved
Immature/
Willing to
learn
Mature/
Capable
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: Project Human Resource Management 9-16
The situational leadership model was developed by Paul Hersey and Ken Blanchard in the 1960s and is
sometimes called the 'situational continuum'. What this means is the manager of a team will apply more
influence and direction to managing inexperienced employees. As the team members grow in skill and
capability, the manager moves from a directing approach (telling the employee exactly what to do) to a
delegating approach (the employee knows the job, does the job, needs very little guidance, and will
engage the manager when needed).
Manage Project Team
The Manage Project Team process specifically tracks team member performance on the project,
provides feedback to team members, helps to resolve issues, and manages changes to project
processes. The key element in managing the project team is the creation of change requests, updating
the human resource plan, and updating the enterprise environmental factors and organizational process
assets.
Since Manage Project Team occurs in the Executing process group, the project manager needs a battery
of skills to create and sustain high performance teams.
The skills include:
• Communication Skills
• Conflict Management Skills
• Negotiation Skills
• Leadership Skills
Exam tip:
Team performance assessment addresses the effectiveness of the team as a whole. Project Performance
Appraisals address the performance of individuals on the team.
Conflict Management
Inputs Outputs
Tools and
Techniques
Human Resource Mgt. Plan
Project staff assignments
Team performance assessments
Issue log
Work performance reports
Organizational process assets
Observation and
conversation
Project performance
appraisals
Conflict management
Interpersonal skills
Change requests
Project management plan
updates
Project document updates
Enterprise environmental
factors updates
Organizational process assets
updates
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: Project Human Resource Management 9-17
Performed successfully, addressing conflicts and bringing them to desired resolutions can result in
increased productivity and improved working relationships between team members. If conflicts
escalate, it is the project manager's job to help facilitate a resolution.
For the exam, understand the following:
• Conflict forces a search for alternative solutions
• Conflict is a team issue
• Conflict resolution focuses on issues, not personalities
• Openness resolves conflict
• Conflict resolution focuses on the present, not the past
Causes of Conflict
There can be many causes of conflict on a project – however the list of seven below is in descending
order of frequency.
Schedule - schedule conflict can be due in part to the unavailability of resources when needed,
however the real cause of schedule conflict is primarily due to this reason: management's
insistence on a defined schedule in the initiating phase of a project when very little is known
about the project itself. If the project faces a significant number of unknowns and uncertainties
it will be very difficult if not impossible to establish an accurate schedule early in the project.
Project Priority – frequently, management fails to prioritize projects. This in turn leads to
stakeholder conflict about project priorities and a battle, or a series of battles ensues, usually
centering around funding and resource levels for the current project load.
Resources - resource availability can in itself be a conflict, even if project priority is not a
conflict. This is especially true if a number of projects require highly qualified resources that are
scarce in the organization. The resource conflict will occur if the organization cannot add
headcount either permanently or temporarily with the use of consulting resources.
Technical opinions - this can be an issue when there are highly skilled and experienced
resources that have differing ideas on how to approach a technical solution for project. A skilled
Project manager will be able to facilitate a solution between battling technical experts.
Administrative overhead - administrative processes can be seen as burdensome or can be seen
as out-and-out obstacles to the completion of work on the project. If project team members are
complaining about the extraordinary amount of administrative overhead required in completing
Past View of Conflict Current View of Conflict
Is inevitable Is necessary and has benefits
Is negative Fosters team growth
Should be avoided Produces more creative
project solutions
Best resolved by avoidance
or upper management
intervention
Best resolved by team
members and their immediate
manager
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-18
work, the project manager needs to pay attention to what can be done to streamline those
processes so that the administrative processes do not become more work than the actual work.
Cost - budgets can sometimes be a source of contention on a project. The inability to
purchase/lease key pieces of equipment, software licenses, hire consultants or add headcount
due to budget constraints can critically hamper project progress. Here an effective project
manager can help a project achieved its budget needs by socializing those needs with senior
management.
Personality - let's face it; some people on the project team just don't seem to get along no
matter what you do. It's like trying to mix oil and water. An experienced project manager will
either attempt to resolve the conflict peaceably through discussions with the feuding parties or
will look for areas where they can work on the team where they will not have much contact with
each other. In either case, sometimes personality disagreements can result in someone self-
organizing off the team due to irreconcilable differences.
Conflict Resolution Methods
The following are considered the fundamental conflict resolution methods:
Collaborate/Problem solve – Driving consensus by incorporating multiple viewpoints
Compromise/Reconcile – each side gives up something and everyone is dissatisfied; a ‘lose-lose’
scenario
Force/Direct – e.g. ‘my way, or the highway’
Smooth/Accommodate – avoids addressing the issue directly and applies a band-aid
Withdraw/Avoid – a complete avoidance of the issue; postponing a decision
According to PMI:
• The best approach is collaborating/problem solving
• The worst approach is forcing
• Compromise, smoothing and withdrawing can lead to ‘lose-lose’ situations
For the resolution of conflicts, ensure that an issue log is established with an owner and a due date for
resolution.
PMI also states that the PM should decide on the most appropriate resolution method.
For the project manager, there is a brief listing of interpersonal skills that not only contribute to conflict
resolution scenarios but that help drive to the strengths of the project team members. Key skills are:
• Leadership - imparting vision and inspiring the team to achieve high performance
• Influencing - particularly important in a matrix environment in which the project manager may
have little direct authority over the team members. In this case, the ability to influence
stakeholders becomes a key component in project success. Effective skills in this area include:
o Interactive listening skills
o Clear articulation of points of view and the ability to be persuasive
o Seeing all sides of the issue from your stakeholders perspectives
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-19
o Being a trusted resource - not taking sides when addressing stakeholder issues
• Effective decision-making - Strong negotiation skills to influence the organization for the
success of the project
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-20
Project Human Resource Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Human Resource Management processes are
shown below. Know these process interactions for the exam.
In Summary…
This section discussed HR management, including:
• The need for a responsibility matrix
• The HR responsibilities of the PM
• Authority levels of the PM and which are the best
• Benefits of team building
• Concepts driving various motivational theories
• Techniques used to manage and resolve conflict
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-21
HR Process Check
Match the process to its definition:
___Plan human resource management A. The process of improving competencies, team
member interaction, and overall team environment
to enhance project performance
___Acquire project team B. The process of identifying and documenting project
roles, responsibilities, required skills, reporting
relationships, and creating a staffing management
plan
___Develop project team C. The process of tracking team member performance,
providing feedback, resolving issues, and managing
changes to optimize project performance
___Manage project team D. The process of confirming human resource
availability in obtaining the team necessary to
complete project activities
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-22
Chapter Nine Memory Check
1. The processes in the Project Human Resource Management knowledge area occur in the
_______ and _______ process groups of the Project Management Life cycle
2. The role that accepts the product of the project and provides financial resources for the project
is the _______ whereas the role that sets organizational priorities between projects and the
triple constraints is performed by __________________
3. The _______ and ______________ grid identifies activities, documents, and other deliverables
along with the person accountable for those activities
4. Develop Project Team is in the __________ process group and has the key output of
__________________ ____________
5. The two forms of project manager authority that PMI states are the most effective are _______
and _______
6. The four stages of team growth according to the Tuckman Model are, in order, _______,
_______, _______, and _______
7. The psychologist who introduced his concept of a hierarchy of needs was ______________
8. The management theory that assumes the average person dislikes work, has no ambition,
avoids responsibility and is not too intelligent is entitled _______
9. _______ focused on increasing employee loyalty to the company by providing a job for life with
a strong focus on the well-being of the employee
10. Akey output of the Manage Project Team process is ______________
11. PMI considers ____________ as the best approach in resolving conflict while it considers
_______ the worst approach
12. The leadership model in which the manager of a team applies more direction to managing
inexperienced employees, and then moves to a delegating approach as the team members grow
in skill and capability is called ______________
13. Frederick Herzberg found that the factors causing job satisfaction (and presumably motivation)
were different from that causing job dissatisfaction. He called the ___________ _________
elements that, if not satisfied, would lead to job dissatisfaction
14. ______________ is the belief that increased effort will lead to increased performance; i.e. “If I
work harder, the outcome will be better”.
15. The top three causes of conflict on a project are: _______, ______________, and _______
16. ___________________________ addresses the effectiveness of the team as a whole, while
___________________________ address the performance of individuals on the team
17. The concept that individuals are motivated by the need for power, achievement and affiliation is
known as _________________ , developed by David McClelland
18. The type of power that a PM can exhibit by offering perks or other benefits is called _______
power
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-23
Chapter Nine Test
1. The hierarchy of needs is a motivational theory developed by:
a. Herzberg
b. McGregor
c. Maslow
d. McClelland
2. Your project is well underway and you have called for the first kickoff meeting with your stakeholders and
your project team members. At this meeting, some of the stakeholders expressed bewilderment and
wonder why you have been chosen to head the project. One of the stakeholders exclaimed, "You're not
even in this division, how is it that you were chosen to head this project?" Anticipating this concern, you
prepared copies of the project charter, which you pass out to all the group participants. Since the charter
names you as the project manager, the type of authority that this displays is known as:
a. Expert
b. Referent
c. Legitimate
d. Representative
3. The PM has been called by two of your project stakeholders to help resolve an issue. He sets up a brief
meeting with the two stakeholders to listen to their concerns about a particular aspect of the current
project. After hearing their concerns, his comment to both stakeholders is this: "I think you both made
some good points here. Jerry, I think if we take part of your solution and combine it with some of Bill’s
ideas, I think we can bring this to a successful conclusion." What type of conflict resolution technique was
being employed by the project manager?
a. Smoothing
b. Confronting
c. Withdrawing
d. Collaborating
4. At the last progress meeting, some of the team members thought that they were going above and beyond
the call of duty in delivering certain aspects of the project. The project manager agreed and thought that
since these key members were carrying some extra responsibility, the project could afford some special
rewards such as having dinner brought in after 6 p.m. and comp time for the extra hours expended by
these employees. This type of reward is called:
a. Fringe benefit
b. Perk
c. Team building
d. Entitlement award
5. A resource histogram shows all of the following except:
a. Number resources at any given time
b. Specific activities
c. Resource utilization
d. When resources come on or off the project
6. A line manager in your organization is particularly difficult when dealing with project team members. He
is suspicious of their work habits and feels that he must constantly micromanage their activities to ensure
that the job gets done. This type of manager is known as:
a. Theory X manager
b. Theory Y manager
c. Expectation theory manager
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: Project Human Resource Management 9-24
d. Achievement theory manager
7. What is a key responsibility of the sponsor for a project?
a. Review requirements
b. Creating the project management plan with the PM
c. Protecting the project from outside influences
d. Gatekeeper for unneeded changes
8. Theory Z is a leadership theory created by:
a. W Edwards Deming
b. Bruce Tuckman
c. William Ouchi
d. Ken Blanchard
9. The Human resource plan is an output of the Develop Human Resource Plan process. Which of the
following will most likely be created in support of this activity?
a. WBS Dictionary
b. Stakeholder Register
c. Risk Breakdown structure
d. Responsibility assignment matrix (RAM)
10. Senior management has received ongoing progress reports on the current project you are managing. It
seems that one of the technical team has done an outstanding job of delivering certain aspects of the
product in development, and management has taken notice. A Sr. VP has commented to you that they
would like to move this resource onto the strategic planning team because of his outstanding job in the
development area. In management this is known as:
a. The Achievement effect
b. The Halo effect
c. The Expectancy effect
d. The Hygiene effect
11. At the last team meeting, several of the team members were tasked with delivering a short presentation
to some of the stakeholders on certain product features under development. When the presentation has
completed, one of the stakeholders asked a team member, who was responsible for delivering a specific
set of features for one of the product components? The team member appeared a bit flustered and asked
the PM for assistance with the question. What is most likely what the PM forgot to do?
a. Create a WBS
b. Create Resource breakdown structure
c. Create a RACI matrix
d. Create a staffing management plan
12. The Roles &Responsibility matrix is best described and used for which of the following?
a. When a resource is available for work
b. Defining ownership of project deliverables
c. The specific job and deliverables due date
d. The job and the reporting relationship to the next higher organizational level
13. The project manager is in the process of developing the human resource plan for the project. What is the
most likely tool and technique she would use to help create the human resource plan?
a. Staffing management plan
b. Roles and responsibilities
c. Resource breakdown structure
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: Project Human Resource Management 9-25
d. Risk assessment matrix
14. What motivational theory proposes that factors which act as dissatisfiers on a job will de-motivate the
employee and become an obstacle to achievement?
a. Hygiene theory
b. Expectancy theory
c. Theory Z
d. Situational continuum
15. When discussing a recognition and rewards system on your current project, senior management has been
reluctant to agree to this aspect of human resource planning. In fact, one senior VP made some decisions
regarding the triple constraints on the project that not only created scheduling problems for the team,
but also imposed some unrealistic expectations on the team as well. As a result, certain deliverables were
missed and VP wants the individuals who were responsible for these missed deliverables to be punished.
As the project manager, what is the most appropriate response to the VP's request?
a. You will honor the VPs request, offer up the names of individuals who were responsible, and
agree on an appropriate punishment.
b. The VP was the one who caused these problems and should own up to his own mistakes.
c. Resources should not be punished for poor planning and unrealistic expectations imposed by
senior management
d. You escalate the issue to the president of the company, stating that the missed deliverables were
the result of the VP's managerial incompetence.
16. What are the five phases of the Tuckman model in order?
a. storming, forming, performing, norming, adjourning
b. forming, storming, norming, performing, adjourning
c. norming, performing, storming, adjourning, forming
d. performing, norming, forming, adjourning, storming
17. A new position in the company has been posted for a new senior manager with a very specific set of skills.
One of your team members approaches you and asks about the position in confidence. You set up a
meeting with this individual who asks you a series of questions about the position and concludes by
saying, "I've seen a lot of positions like this posted but I don't think it will do me any good to apply for the
job. It seems that when the company does something like this they already have the person in mind for
the job but they simply have to post a job as a matter of corporate policy. I think my chances are slim to
none of actually getting this job." What is being described here?
a. Expectancy theory
b. Fait accompli
c. Hygiene theory
d. Hierarchy of needs
18. An issue log will contain all of the following except:
a. A due date
b. An owner
c. A probability
d. A resolution
19. You've got some inexperienced team members in your organization - inexperienced but very bright. In
working with them for the last six months you have changed your management approach from one of
telling them how to do their jobs to the point where you're coaching these team members when they
come to you with questions. A few of them are very close to the point where you could simply delegate
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-26
the work and step back, instructing them to call you if they run into difficulty. This describes something
called:
a. Achievement theory
b. Situational continuum
c. Delegation authority
d. Progressive responsibility transfer
20. Someone on the technical team who was working on a production emergency into the wee AM hours
made an error that impacted the production system; he was so focused on the emergency that he forgot
to run a repayment tape that caused another day of interest to be charged to the brokerage at a cost of
$25000. The group VP was furious and called you with a demand: “Give me the name of the idiot that
screwed this up!” As the project manager what would be your best response?
a. You agree to identify the resource – professionals need to own up to their mistakes
b. You refuse to identify the resource – the production fix saved the company far more than the
cost of the error
c. You ask the VP what would be gained by punishing the resource – mistakes are part of the
learning process
d. You agree but first ask the VP what he plans to do with the resource; this event highlights an
unusual and unexpected risk situation that needs to be addressed first
21. Of the major causes of conflict on a project, which of the following generally causes the greatest conflict?
a. Technical opinions
b. Schedule constraints
c. Design constraints
d. Personality differences
22. Which is not a motivational theory?
a. Expectancy
b. Achievement
c. Tuckman model
d. Hierarchy of needs
23. At the last progress meeting, several stakeholders and team members got into an intense disagreement
on how certain components in the current project should be constructed. One stakeholder wanted one of
the components constructed using a specific technology (the stakeholder used to be a former IT
resource). The technical team strongly disagreed - the technical team lead stated that while the
stakeholders could describe what they wanted, it was up to the technical the team to determine how they
were going to best deliver it. The argument dragged on. After an hour, the stakeholders and the team
members were no further along. Before you could speak, a senior VP who was also at the meeting
stepped in and said the following, "This bantering is getting old. Either you figure out how to solve this
problem or I will make a decision for you.” The type of conflict resolution approach being used here is:
a. Confronting
b. Collaboration
c. Forcing
d. Compromising
24. You have just been assigned a new project and met the project team for the first time. At this first
meeting a number of the team members challenge you and question your ability to effectively lead the
team. What is the best type of project manager authority you could possess that would help put the team
on your side and earn their respect?
a. Legitimate
b. Referent
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: Project Human Resource Management 9-27
c. Reward
d. Expert
25. Many organizations claim to do teambuilding activities with their employees. Which of the following
would be the most effective teambuilding activity for a new team that has just been formed?
a. Organize a red team/blue team game of capture the flag - after work
b. Meeting for drinks after work (you’re buying the first round)
c. Gather the team in a meeting room for 2 hours to informally discuss the new project. Have the
event catered and have some ‘fun and games’ afterwards (e.g. ring toss and ‘pin the tail on the
manager', etc…)
d. Organize a baseball outing during a standard workday at your local MLB team - arrange to talk
with some of the baseball players after the game about how they work as a team
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Human Resource Management 9-28
Chapter 9 Test – Answers
1. C – The hierarchy of needs was developed by Abraham Maslow
2. C – The project charter gives you legitimate authority on the project
3. D – This best describes a collaboration between the stakeholders
4. B – This is a perk. Fringe benefits are something all employees receive. Team building is an all-team
activity. Entitlement award is made up.
5. B – Resource histograms do not show specific activities
6. A – This is a definition of a theory X manager
7. C –In this answer set, the sponsor’s key responsibility is to protect the project from outside influences.
The sponsor does not review requirements as a key element, and does not create the PM plan or protect
the project from unneeded changes (the PM’s job)
8. C – By definition, William Ouchi
9. D – The WBS is created in Scope planning, Stakeholder Register in Communication Initiation and the Risk
Breakdown Structure in Risk Planning. The only remaining logical choice is the Responsibility assignment
matrix.
10. B – This is how the Halo effect is defined. All the other answers are made up
11. C – The RACI matrix would have cleared up this problem
12. B – The RACI matrix defines deliverables and their ownership. Resource calendars show resource
availability, deliverables and due date is defined in detail in the WBS dictionary and answer ‘D’ defines
resource breakdown structure
13. C – A key tool and technique is org charts and position descriptions – a resource breakdown structure fits
this description
14. A – The hygiene theory describes the dissatisfiers in detail
15. C – The project team should not be punished for poor planning and unrealistic expectations imposed by
senior management.
16. B – This defines the correct sequence: forming, storming, norming, performing, adjourning. PMBOK®
Guide, 5th edition, p. 276
17. A – This describes a classic expectancy theory scenario
18. C – Probabilities of occurrence are contained in a risk register.
19. B – This describes the progression of the situational continuum
20. D – All these answers are in some respect, correct. However this best describes a unique risk situation
that may not have occurred in the past. Blaming the resource in effect, does no good – this is a process
issue not a resource issue
21. B – Schedule constraints are the number 1 cause of project conflict
22. C – The Tuckman model describes team development
23. C – The exec is forcing the situation
24. D – Expert power is considered the best type of PM authority by PMI
25. D – ‘A’ and ’B’ are after work activities – usually a bad time for ‘team building’ exercises (people have
children to care for and prior commitments). Option ‘C’ is too transparent a management promoted team
building effort. The best team building efforts generally involve the team off-site where management can
get to know their team members as individuals. Even if you are not a fan of baseball, the idea that you can
consult a highly productive professional team about how they handle their own team building activities,
can be useful to your organization.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-1
Chapter 10 : Project
Communications Management
Section Topics
Plan Communications Management
Manage Communications
Control Communications
Section Objectives
After completing this section, you will be able to:
• Explain the importance of project communication
• Describe stakeholders and perform a stakeholder analysis
• Develop the stakeholder register
• List the components of a communications management plan
• Discuss the communications model
• Manage stakeholder expectations
• Determine which form of communication is appropriate
• Discuss the types of performance reviews
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-2
Project Communications Management Process Summary
The high level Project Communications Management output elements, by Process Grsoup are:
Initiating Planning Executing Monitoring and
Controlling
Closing
Communications
management plan
-Project
communications
-Various document
updates
-Work
Performance info
-CR’s
Project Communications Management
Project communications management identifies the processes required to assure the collection,
generation, distribution, storage, retrieval, and the timely disbursement of project information to all
project stakeholders and project team members.
Identify Stakeholders, which occurs in the Initiation phase, identifies all people or organizations that are
impacted by the project.
Plan Communications identifies how stakeholder needs will be met, as well as defining an approach to
Project communications.
Distribute Information addresses how information will be made available to project stakeholders.
Manage Stakeholder Expectations defines the process of working with stakeholders to meet their needs
and address issues.
Report Performance addresses the process of collecting and distributing team and project performance
information, as well as status reports, measurements, and forecasts.
Manage
communications
Plan
communications
management
Control
communications
Initiating Planning Executing
Monitoring
&
Controlling
Closing
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-3
Plan Communications Management
The Plan Communications process involves determining the information needs of stakeholders and
defining a communications approach to the stakeholders. It addresses the five ‘w’s + ‘h’: who needs
information, what information is needed, where is it to be delivered, when and with what frequency it is
to be delivered, why is information important, and finally how will it be delivered.
Since distribution methods vary widely depending on the distribution of the project team, it is critical
that the communications management plan addresses all these variables, and identifies the means for
meeting the communication needs of all the stakeholders.
Communications Management Plan
The key output of Plan Communications is the creation of the Communications Management Plan. The
primary tools for delivering the communications management plan include the following:
• Communications Requirements Analysis - determines the information needs of the project
stakeholders. This can be accomplished by interviewing all stakeholders and determining their
specific communications needs for the project.
• Communication Technology - defines the technology needed for the project communications.
This can range from face-to-face meetings to video and audio communications platforms
designed to facilitate meetings of distributed teams. The elements that can influence the choice
of the communication technology include the following:
o Urgency of the need for information
o Availability of technology
o Ease-of-use
o Project environment
o Sensitivity and confidentiality of the information
• Communication Models - will generally follow the encode-message-medium-decode process.
See the following page for the sender-receiver communication model.
• Communication Methods - there are a number of communication methods, however, they can
be broadly classified into three following approaches:
Inputs Outputs
Tools and
Techniques
Project management plan
Stakeholder register
Enterprise environmental
factors
Organizational process
assets
Communications
requirements
analysis
Communications
technology
Communication
models
Communication
methods
Meetings
Communications
management plan
Project document updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-4
o Interactive Communication - this is between two or more parties if there is multidirectional
exchange of information. This is the most common and most effective of the communication
methods.
o Push Communication -this type of communication validates the message were sent, but does not
validate that the message was delivered or that it was actually read by the recipient. This type of
communication includes reports, e-mails, faxes, voice mail, letters, memos, etc.
o Pull Communication - this approach is generally used for large volumes of information, or for a
large audience set that can access communications at their discretion. This can include intranet
sites, e- learning sites, commercial databases, knowledge repositories, etc.
Communication Sender-Receiver Model
The Mathematical Theory of Communication co-authored by Claude Elwood Shannon and Warren
Weaver in 1948, has become the most widely adopted sender-receiver communication model. The
Shannon-Weaver model, combined probability theory with something Shannon called ‘information
entropy’, which measured the uncertainty in a message. The sender- receiver model consists of:
• An encoded idea - in a form that the receiver can understand
• The message and feedback - the output of encoding
• Medium - the medium is the message is transmitted over
• Noise level - any environmental disruptions that can impact the reception of the message
• The decoded idea - the receiver's interpretation or understanding of the received message
It is the sender's responsibility to make sure that the information is clear and complete and to ensure
that the message is correctly understood. It is the receiver's responsibility for ensuring the message was
received in its entirety, understood and acknowledged to the sender.
Effective Listening consists of three basic building blocks:
1. Feedback
2. Active Listening
3. Paralingual (vocal expression)
Active Listening
Sender Receiver
Idea to
be sent
Encoded
idea
Decoded
idea
Idea
received
Feedback to Sender
Transmission of Message
Noise
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-5
The process of active listening basically involves the four following steps:
1. Look at the person, and suspend other things you are doing.
2. Listen not only to the words, but the feeling content.
3. Be sincerely interested in what the other person is talking about.
4. Restate what the person said.
Effective Communication means you are providing the right information at the right time in the correct
format to the intended audience.
Efficient communication means you are providing only the needed information; no more, no less.
Management expert Peter Drucker noted that when a message is sent up from the lowest levels to
senior management, the noise level doubles and the meaning of the message is cut in a half as it passes
through each level in the organization’s corporate hierarchy.
Communication Hierarchies
Complexity of team communication grows almost exponentially as the team size doubles based on the
following formula:
Where N = the number of team members
Therefore:
Lines of communication for a 5 person team = 10
Lines of communication for a 10 person team = 45
Lines of communication for a 40 person team = 780
Brain Dump!
The formula above is to be memorized for the exam. There are usually some tricky questions regarding
the computation of lines of communication on a project. Make sure you read the question carefully, as
the answer can turn on a single word. For example:
Q: You are managing a technical team of six highly skilled developers on an XP crash project for senior
management. After one week on the project, the lead developer states that two additional resources
are needed to complete the project. How many additional lines of communication are created as a
result of this addition?
a. 12
b. 13
c. 15
d. 36
2
)1(
−
NN
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: Project Communications Management 10-6
Most people get this question wrong because they either misread the question (it is asking for
additional lines of communication), or that they forgot someone (did you forget to count yourself as one
of the members of the team?). The answer is ‘c’.
Meetings: Best Practices
• Publish and distribute agenda with team input before meeting
• Circulate minutes after meeting
• Facilitate meetings
• Assign deliverables to individual with due date
• Set meeting rules
• Meet regularly, or as needed
• Articulate expectations and responsibilities
• Summarize what has been discussed
If you work for an organization which holds meetings to report status, you are wasting your time. Status
can very easily be reported via an e-mail, a quick 10 minute phone call, or a posting on the company
intranet. Reporting status does not require a meeting. One of the jobs of the project manager is to
ensure that people are using their time effectively on the project.
The purpose of getting people together for a meeting is that a decision that needs to be made, or a
problem needs to be solved that requires a face-to-face conversation or a live conference call. The idea
is to use the time effectively and to make sure that all the right participants are in attendance and have
input into the process.
The ground rules set above are a good general guideline to facilitate meetings.
Always distribute the meeting agenda at least 24 hours ahead of the meeting. This gives meeting
participants the opportunity to add critical agenda items, or to decide at what point in the meeting they
need to participate. If there are issues and risks that need to be addressed, make sure there are
deliverables assigned to individuals with the responsibility for completing their assignments, and always
make sure they have a due date for completion.
Project Manager Communication
Project Managers spend 90% of their project time on COMMUNICATION activities.
It is one of the primary jobs of the project manager to ensure that all stakeholders are kept informed
and updated on project progress, issues, risks, changes, corrective actions, preventive actions and a host
of other elements we have discussed up to this point. The way project managers keep all stakeholders
and project team members ‘on the same page’ is through proactive communications.
Many project failures are attributable to a lack of thoughtful and thorough communications, which is the
responsibility of the project manager.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-7
Manage Communications
The manage communications process addresses the creation, collection, distribution, storing, retrieving,
and the disposition of project information according to the communications management plan. It
enables efficient and effective communications between project stakeholders.
Effective information distribution includes some of the following techniques:
• Implementing sender-receiver models
• Determining choice of media
• Choice of writing style
• Meeting management techniques
• Presentation techniques
• Facilitation techniques
• Listening techniques
We have discussed the sender-receiver model and meeting management techniques on previous pages.
Some of the other information distribution techniques appear on the following pages.
Communications Barriers/Enhancers
Inputs Outputs
Tools and
Techniques
Communications
management plan
Work performance
reports
Enterprise environmental
factors
Organizational process
assets
Communication
technology
Communication models
Communication
methods
Information
management systems
Performance reporting
Project Communications
Project management plan
updates
Project document updates
Organizational process assets
updates
Communication
Barriers:
Distorted Perceptions
Distrusted Sources
Transmission Errors
Noise or Distance
Message not Clearly
Encoded
Saying “it is a bad idea”
Hostility
Culture
Communication
Enhancers:
Make the Message
Relevant for the Receiver
Reduce the Message to
Its Simplest Terms
Organize the Message
into a Series of Stages
Repeat the Key Points
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-8
Communication enhancers are used in presentation techniques and facilitation techniques. Notice that:
• 55% of the message transmitted comes through body language
• 38% of the message transmitted comes through vocal inflection (paralingual)
• Only 7% of your message consists of the actual words that you use.
40
Here is a case in point:
Almost every child has played some version of the ‘telephone game’: people sit in a circle and the
initiator starts a message, which he whispers into the ear of the person sitting next to him. The rule of
this game is that you can only say the message once, and the person who receives it has to pass on
whatever they think they heard to the person sitting next to them. This process repeats itself until it
reaches the end of the circle. At that point the message usually bears no resemblance to the initial
message, resulting in great hilarity among the telephone game participants.
Think of the consequences if some version of this happens on your projects in a business context - a
meeting of stakeholders, a telephone conference, a distributed questionnaire or some other
communication. If misinterpreted, the results can be disastrous. Therefore, when attempting to solicit
information or get a message across, be aware of the communication barriers and do whatever you can
to reduce their impact.
Types of Communication
There are four fundamental types of communication that occur under two standard headings: formal
and informal. The four types are:
• Formal Written
• Formal Verbal
• Informal Written
• Informal Verbal
The grid below represents communications and their best practice usages:
40
“Silent Messages”, Mehrabian, Albert, Wadsworth Publishing Company (January 1971)
Formal Written Formal Verbal Informal Written Informal Verbal
•PM Plans
•Project Charter
•Long distance
communications
•Complex technical
problems
•Meeting minutes
•Presentations
•Public Speeches
•Keynote addresses
•Memos
•E-mails
•Meetings
•Ad hoc
conversations
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-9
Communication Situations
Here's a quick quiz for you: look at the grid above and decide what communication method you would
apply to the situation on the left-hand side of the grid.
• Formal written?
• Informal written?
• Formal verbal?
• Informal verbal?
Performance Reporting
The performance reporting process focuses on the collection and distribution of performance
information and includes the following types of reporting:
• Status reports - where the project now stands
• Progress Reports - what is been accomplished to date
• variance report - compares actuals to performance baselines
• Trend report - measures performance over time to determine if performance is improving,
deteriorating, or staying about the same
• Earned value reports - reports on schedule, budget, and scope to assess project progress
• Forecasts - predictions of future performance. Can include forecasts of schedule, budget, scope,
risks, quality, and other
Typical status or progress reports include elements such as:
• Project milestones reached
• Risk and issue status
• Requested changes
• Accepted and rejected changes
• Escalation status of Jeopardy items
• Expected deliverables due by the next status report
Performance reports can be simple, such as a one page status report, or highly complex such as a
stoplight reports for a dashboard report including many factors.
Situation Communication Type
Schedule a meeting
Deliver oral presentation at a bidders
conference
Discussion with a team member regarding a
project problem
Notes taken during a conference call
Changes to technical requirements
Informing a team member of insubordination
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-10
Variance Analysis
The Variance Report
This compares actual results against a planned a baseline. Ensure the following is done when
constructing a variance report:
• Verify the quality, completeness and accuracy of the information
• Determine variances, including the use of earned value reports
• Determine the impact of the variances on project budgets, scope, timeline and other project
elements (e.g. quality and risk).
Control Communications
The control communications process involves monitoring and controlling communications so that
information needs of project stakeholders are met. The focus is to ensure optimal information flow at
any moment in time to any stakeholder in any location. Since the communication process is iterative,
the control communications process can trigger an iteration of the plan communications management
or manage communications processes.
Where You Should Be
Where You Are
Gap:
Variance
Inputs Outputs
Tools and
Techniques
Project management plan
Project communications
Issue log
Work performance data
Organizational process assets
Information
management systems
Expert judgment
Meetings
Work performance
information
Change requests
Project management plan
updates
Project document updates
Organizational process
assets (updates)
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-11
Communication Methods
Contemporary communication methods typically include:
• Group meetings
• Video Conferences
• Intranet wikis (web based)
• E-mail, voicemail, fax
• Conferencing tools (e.g. Webex®)
• Web based PM software, portals
Communication methods are a tool and technique of both Distribute Information and Manage
Stakeholder Expectations.
Managing stakeholder expectations relies on effective communications. The communication methods
listed above can all be implemented based on the needs of the stakeholder, and applied where
appropriate. It is the project manager's job to identify for each stakeholder their preferred method of
communication.
The project manager must also apply interpersonal skills and management skills to help build trust,
resolve conflict, and overcome resistance to change by the artful application of management skills which
may include some of the following:
• Strong presentation and speaking skills
• Excellent negotiation ability
• Effective writing skills
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-12
Project Communications Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Communications Management processes are
shown below. Know these process interactions for the exam.
In Summary…
This section discussed communications management, including:
• Active listening and communication skills
• Percent of a project manager’s time spent on communicating
• Stakeholder identification, managing stakeholder expectation, stakeholder management
strategy
• Best practices for holding effective meetings
• Lines of communication and communication methods
• How to use an issue log
• Variance analysis and forecasting
• Reporting and information distribution
Plan Communications
management:
Communications
management plan
ExecutingPlanning Monitoring and
Controlling
Initiating
Control
communications:
Work performance info
CR’s
Integration
Develop PM Plan:
Project Management Plan
Manage
Communications:
Project
communications
Various updates
Identify Stakeholders
Stakeholder register
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-13
Communications Process Check
Match the process to which description:
___Plan communications management A. The process of guiding communications
throughout the entire project lifecycle to
ensure the information needs of the project
stakeholders are met
___Manage communications B. The process of developing an appropriate
approach for project communications based
on stakeholders information needs and
requirements, and available organizational
assets
___Control communications C. The process of creating, collecting,
distributing, storing, retrieving and the
ultimate disposition of project information in
accordance with the communications
management plan
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-14
Chapter Ten Memory Check
1. Only ___ % of your message is conveyed in the words themselves, while __%of the message is
conveyed in vocal tone and inflection and ___ % in body language
2. The formula that determines the number of communications channels is expressed as
___________
3. The key output of the Plan Communications process is the __________________________
4. The three fundamental communications methods are known as ___________, ____, and _____
5. Manage Communications occurs in the ___________process of the Project Management Life
cycle
6. The process of attentively responding and verifying what the sender of a message is
communicating to you is called _____________________
7. The four basic types of communications are known as: _____________________,
_____________________, _____________________, and _____________________
8. A ______ report describes where the project now stands, while a _________ report describes
what has been accomplished, and a __________ report compares actuals to the performance
measurement baseline
9. A project manager spends ___% of their time on communication activities
10. Providing information at the right time, in the right format to the right audience is called
__________ _______________________.
11. Providing only and exactly the information needed is defined as __________ ______________.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-15
Chapter 10 Test
1. The project manager is managing a nine member team. Two members are removed and reassigned from
the team. How many lines of communication have been removed from the team?
a. 17
b. 16
c. 15
d. 14
2. You are managing a project in which there is a large procurement activity. One of the stakeholders
approaches you with the need for a change. You have an off-line meeting with the stakeholder and
discuss the change, decide it can be done and agree to implement. What mistake has the project manager
made here?
a. You forgot to consult with senior management
b. You forgot to consult with other stakeholders on the team
c. Contract changes require a formal written approval
d. You forgot to perform an impact assessment
3. You have just finished a recent progress meeting when an important technical issue emerged. With the
help of two technical team members, you craft a detailed document, which is e-mailed to the rest of the
team describing the issue and what can be done about it. What percentage of the message is actually
going to be understood by the recipients?
a. 55%
b. 7%
c. 38%
d. 93%
4. All of the following are Forecasting methods with the exception of:
a. Econometric methods
b. Time series methods
c. Judgmental methods
d. Analogous methods
5. A variance analysis is used for:
a. Comparing baselines to actuals
b. Determining future performance
c. Status reporting
d. Statistical modeling
6. The key element needed in an issue log is?
a. A resolution
b. An owner
c. A due date
d. The issue priority ranking
7. You have been asked for a report by senior management that indicates current budget, current schedule,
and where the project may complete in terms of budget and timeline. The best type or report to use in
this situation is called:
a. A forecast report
b. A status report
c. A progress report
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-16
d. A cumulative report
8. You just completed a meeting in which the stakeholders were tasked with various deliverables due at the
next meeting. After the meeting, you sent down meeting notes to all the stakeholders reiterating the
deliverables and the owners of those deliverables. At the next meeting, however, one of the stakeholders
did not have their deliverable complete. They complained about having too much work and not receiving
the follow-up e-mail message containing the meeting notes and the deliverable assigned to them. What
would have been the best method for preventing such an occurrence?
a. Contact the stakeholder’s manager for possible remediation and or removal from the team, so
that they can be replaced with a more responsible resource
b. Confirm message receipt and review for misunderstandings with the stakeholder
c. Change the communication channel to a more effective method
d. Implement a verified pull system
9. When discussing a key technical issue with the team members on your project, which form of
communication is most likely to help you best transmit your message?
a. E-mail + IM (Instant messaging)
b. Teleconference
c. Face-to-face
d. Face-to-face with whiteboard
10. When a message is being sent to a single receiver or a group of receivers, whose responsibility is it that
the message is correctly understood?
a. The receiver – by giving the ender feedback
b. The sender – by correctly encoding the message in a form the receiver can understand
c. Both the sender and the receiver
d. It depends on the communication medium
11. All of the following are key elements in the active listening process except:
a. Giving feedback to the sender
b. Challenging unsubstantiated facts
c. Showing interest in what the other person says
d. Confirming and summarizing the message periodically
12. Project communications is a key output of what process group?
a. Planning
b. Initiating
c. Executing
d. Monitoring and Controlling
13. The principle difference between Effective communication and Efficient communication means that:
a. Efficient communications provide only the information that is needed whereas effective
communications ensure the timeliness and the format of the communications
b. Efficient communications provide information to only the stakeholders who need it whereas
effective communications ensure the guaranteed delivery of the communication
c. Efficient communications focus on the most appropriate communication channel whereas
effective communications focus on the fastest communication channel
d. Efficient communications are optional whereas effective communications are required
14. You are managing a complex onshore team with resources from India, Ukraine, Nairobi, Ireland, Italy,
France, Israel, and the United States. Several stakeholders have been invited to your most recent
progress meeting. At the meeting, one of the stakeholders asked a question of one of the resources from
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-17
India. The resource from India responded by using a head gesture that was misinterpreted by the
stakeholder (the stakeholder thought he was saying ‘no’ when, actually, the resource was indicating ‘yes’).
What type of barrier to communication does this describe?
a. Culture shock
b. Cultural difference
c. Distrusted resource
d. Noise
15. Which of the following best describes a stakeholder?
a. Someone who is thinking about buying your product
b. A reviewer of your product in an industry trade journal
c. A project team member
d. The CFO in another division of your company
16. You are managing three offshore teams: one in India, one in the Ukraine, and one in South America.
What would be the best approach for handling communications with these offshore entities?
a. E-mail
b. Instant messaging (IM)
c. Video-teleconferencing
d. E-mail + IM
17. The team members on your project have approached you with a need for some training. You discuss the
issue with the stakeholders and decide that an e-learning system online would be the best way to handle
the situation. What type of communication best describes this approach?
a. Push method
b. Pull method
c. Interactive method
d. Collaborative method
18. How much does noise add to a missed communication?
a. 20%
b. It depends on the message
c. The noise doubles for every level up the organization hierarchy it travels
d. It depends on the type of communication channel being used
19. What is the key benefit in utilizing the Stakeholder Management Strategy?
a. It simplifies the job of the project manager
b. It increases the support and minimizes negative impacts of stakeholders
c. It reduces unnecessary changes to the project
d. It improves senior management visibility into the project
20. The Control Communications process yields:
a. OPA updates- an output of the Monitoring and Controlling process group
b. Status reports - an output of the Manage Communications process group
c. Performance reports - an output of the Report Performance process
d. Project document updates – an output of the Plan Communications process
21. Almost every child has played the telephone game at some time. A number of people sit in a circle and
the initiator of the message whispers a message to the person on their right. That person, in turn,
whispers the message to the next person in the circle, and so on, until it reaches the last person in the
circle. No questions may be asked of the person sending the message. The message is sent by each
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-18
person only once. In terms of the sender-receiver model, what does the telephone game demonstrate
about the communication process?
a. It describes a message encoding issue
b. It describes a transmission and feedback issue
c. It describes a failure on the part of the receiver
d. It describes a translation and re-encoding issue
22. The stakeholders on your project are very concerned about the outcome of the project. The organization
is attempting a project in which there are significant unknowns, attempting technologies they have never
used before. The stakeholders are looking to you, the project manager, for direction, problem solving,
conflict resolution, and the ability to build a consensus for the new technologies in which there will be
considerable resistance to change. What are the most effective tools or methods you can use to help
build stakeholder trust?
a. Expert power
b. Formal authority
c. Interpersonal skills and management skills
d. Compromise and consensus building
23. One of your key technical team members is someone who the rest of the team looks to for technical
leadership. However, just recently, you have noticed a drop in this resource’s performance and have
wondered if there are personal or health problems that are the cause of this performance change. What is
the best form of communication, initially, that would be used to address the issue?
a. Informal verbal
b. Formal written
c. Informal written
d. Formal verbal
24. There have been some changes in your project that caused the schedule to slip and budget to be
exceeded by a small amount. In order to quantify the results, you asked the technical team, as well as
specific business-side stakeholders, for information that you can put into a variance report that will go to
senior management. However, after the report was run, some of the results didn’t make sense. What is
the most likely cause of this discrepancy?
a. The project manager did not use trusted resources
b. The project manager did not verify the quality of the data
c. The project manager went to the wrong stakeholders for information
d. Team members are fudging the numbers because they think they will be blamed for the
discrepancy
25. You are managing a project in which one of the stakeholders has been not only difficult but has
dissembled on a number of occasions. Your project now stands to be delayed because this individual has
just notified you, five minutes prior to the monthly meeting with the senior executive staff, that several of
their deliverables would be late (even though he had this information 5 days ago…)! Since you know that
you are ultimately responsible for the project, and do not want to appear as though you're ‘pointing
fingers’ at someone else. You are reluctant to bring up the issue at the meeting which would land the
problem directly in the stakeholders lap. What do you do?
a. Talk to the stakeholder about his unethical behavior after the meeting, and seek a remediation
b. Ask the stakeholder, in front of senior management, why he waited until 5 minutes before the
meeting to give you critical information that was in his possession 5 days ago
c. Work behind the scenes with other trusted resources to get the stakeholder fired for
incompetence
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-19
d. Initiate a ‘stealth’ mission to deal with other resources in the stakeholder’s organization who will
give you truthful information. Since the stakeholder has repeatedly lied to you, you are justified
in using this tactic
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-20
Chapter 10 – Answers
1. A – Did you forget the PM in the team count? (10*9)/2 = 45. (8*7)/2 = 28. 45 – 28 = 17
2. C – Don’t get fooled by this question. It addresses a procurement issue, but it’s really about the correct
form of communication to use in the situation. Contracts always require a formal written approval if
change to the contract is needed
3. B – Paralingual studies show that only 7% of the message is contained in the words. 38% is contained in
the vocal pitch and tone. 55% is contained in the body language. Per analytical research from Albert
Mehrabian in his book “Silent Messages”.
4. D – Analogous is an estimating method, not a forecasting method
5. A – This is the definition of a variance analysis. (PMBOK® Guide, 5th edition, p. 352)
6. B – Without an owner, the issues do not get resolved
7. A – A forecast defines the potential future state of the project in terms of budget and timeline. Status tells
you where you are now. Progress tells you what has been delivered to date. Cumulative is a made up
term
8. B – Confirm receipt of the message and verify understanding with the stakeholder. Answer A is not a
preventive approach. C and D might be potential solutions after you have determined the real issue
9. D – Face-to-face with a whiteboard is the most effective followed by C, B and A
10. B – The sender is responsible for encoding the message in a form the receiver will understand. The
receiver will confirm receipt in the form of feedback and ask for clarification, if needed (answer A). C is
not a possible scenario. D is subsumed in answer B – the sender is responsible for picking the best
medium.
11. B – Active listening is not a ‘challenge’ process – it is a listening process
12. C – It is Executing. PMBOK® Guide,5th edition p. 288
13. A – Efficient communications provide only the information that is needed, whereas effective
communications insure the timeliness and the format of the communications. PMBOK® Guide,5th edition
p. 294
14. B – Cultural difference is the communication barrier. While the questioner may experience culture shock
(!), it is usually the result of a communication barrier. There is no evidence to support the answers in C or
D.
15. C – The team member is the stakeholder. Answer A describes a potential stakeholder. Answer B gets paid
to review the product whether they use it or not (although their opinion may impact your sales!). Answer
D is probably working to her own P&L, has nothing to do with your product and probably hasn’t heard of
it.
16. C – Since 7% of your message is conveyed through the words alone, a formal written approach may not be
the best given differences in language. A video teleconference is the next best thing to being there:
words + vocal inflection + body language
17. B – e-learning systems are de facto ‘pull’ methods – the user pulls value from the system on demand.
PMBOK® Guide, 5th edition, p. 295
18. C – Per Peter Drucker. On any communication heading up the corporate communication hierarchy, the
noise level doubles when passing through each level in the organization
19. B – It increases the support and minimizes negative impacts of stakeholders. PMBOK® Guide, 5th edition,
p. 251
20. A – Updates to the OPA (organizational process assets). PMBOK® Guide, 5th edition , p. 288
21. B – It describes a transmission and feedback issue: the signal is weak and feedback is prevented. Answer A
is only partially correct. Since the message is whispered, it is not being put in the most effective form for
this receiver to understand it. There is no evidence to support answer C or D
22. C – This scenario describes a stakeholder expectation scenario and, as such, the key tools and techniques
for managing stakeholder expectation are interpersonal skills and management skills.
23. A – The first thing to do is to have an informal off-line conversation with the resource to assess the
situation – this is an informal verbal communication. Answers B and D are premature – until you have
details regarding the issue, these approaches may appear punitive in nature.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Communications Management 10-21
24. B – In all likelihood, the project manager did not verify the quality of the data. One of the key elements in
performing a variance analysis is to verify the quality of the data going into the variance report. PMBOK®
Guide, 5th edition, p. 352
25. B – Confronting unacceptable behavior with the appropriate management is the ethical thing to do.
Answer A does not address the issue. Answers C and D would leave the PM open to a charge of unethical
behavior himself(!)
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-1
Chapter 11 : Project Risk
Management
Section Topics:
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
Section Objectives
After completing this section, you will be able to:
• List the various categories of risk
• Create and update a risk register
• Assess the impact of risk to your project
• Quantitatively evaluate the impact of each risk and total risk
• Describe the seven risk response strategies
• Define workarounds
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: Project Risk Management 11-2
Project Risk Management Process Summary
The high level Project Risk Management output elements, by Process Group are:
Initiating
Planning Executing
Monitoring and Controlling Closing
Risk management plan
-Risk register updates
-CRs
Risk register Various document updates
Risk register updates
Risk related contract decisions
Risk Management Overview
The key aspect in understanding risk management is this:
For the most part, risk management is done poorly on most projects and it is usually done very poorly
(if at all) on technology or software projects.
There are entire project management methodologies based on a risk-driven approach to managing
projects. Risk identification, management and response strategy impacts every area of the project
management life cycle and the ten key knowledge areas identified in the
PMBOK® Guide, 5th edition
.
Risk management touches on these key areas:
• Identify, quantify, evaluate, and manage risks
• Known risks vs. unknown risks
• Monitor identified risks for triggers or a change in severity
• Monitor for new risks
• Risks: can have positive or negative impacts
Project Risk Management
Control Risks
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Analysis
Perform Quantitative Risk
Analysis
Plan Risk Responses
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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: Project Risk Management 11-3
A key objective of performing project risk management is to increase the probability of project success
by minimizing or eliminating negative risk events and increasing the probability of positive events.
For the exam, understand the following concepts:
• Risk Management includes the processes of planning risk management, identifying risks,
performing qualitative and quantitative analysis of risks, planning responses to risks, and finally
monitoring and controlling risks on the project
• Risk is always in the future
• Risk involves uncertainty - it may or may not occur
• Assess your organization's risk attitudes based on three general elements:
o Risk appetite - what degree of uncertainty can the organization accept based on
anticipation of a reward?
o Tolerance for risk: are they risk tolerant or risk averse?
o Risk threshold - at what level of the organization refuse to tolerate the risk?
• There will be known risks and unknown risks
• Risks can be negative or positive and are identified as threats or opportunities
• Risk is considered from the moment the project is conceived
Plan Risk Management
This process defines how you will conduct risk management activities for a project. It includes the
process of defining and providing sufficient resources and time to perform risk management activities.
Planning for risk management begins when the project is originally conceived and should be completed
early in the Planning process group. Understand that if risk is a significant aspect of your project
management planning, you may need to enlist the help of risk management professionals within your
organization or external to your organization.
Just as with quality, there is a cost in addressing the risk aspects of your project. However, understand
that failure to address risks in a project can ultimately be much more costly, not only to the project, but
also to the organization as a whole.
Project management plan
Project charter
Stakeholder register
Enterprise environmental
factors
Organizational process
assets
Analytical
techniques
Expert judgment
Meetings
Risk management plan
Inputs Outputs
Tools and
Techniques
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: Project Risk Management 11-4
The Risk Management Plan
The output of the Plan Risk Management process is the creation and completion of the Risk
Management Plan. The major categories in a risk management plan include:
• Risk management methodology
• roles and responsibilities
• Budgeting
• Timing
• Risk Categories
• Definitions of probability and impact
• Probability and impact matrix
• Revised stakeholder’s tolerances
• Reporting Formats
• Tracking
Risk Breakdown Structure
The risk categories in a project management plan can be graphically represented with a tool that is
similar to the work breakdown structure (WBS) called a Risk Breakdown Structure (RBS).
The RBS enables you to see all project risks grouped by basic themes and the specific risk areas occurring
in relation to each theme.
In the example shown above, notice there are high-level categories followed by subcategories in the risk
breakdown structure. The categories demonstrated here are simply examples of what you can find in a
risk breakdown structure. In reality, the number of risk categories and subcategories can number into
the hundreds depending on the size of the project. An example appears below:
Components Include:
Methodology
Roles and responsibilities
Budgeting
Timing
Risk categories
Definitions of probability
and impact
Stakeholder tolerances
Reporting formats
Tracking
Which Define:
How you will do risk management
Who will do what
What risk mgt. will cost
When we do risk mgt.
E.G. internal, external
Will it happen and how severe the
risk may be
Risk tolerant or risk averse
What goes into the report
Audit of risk process
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: Project Risk Management 11-5
Categories of Risk
As we saw in the RBS, there can be any number of risk categories on a project - categories can number
into the hundreds for a large project.
Tom DeMarco and Tim Lister in their 2003 book, Waltzing with Bears, identified five key risk categories
on a software project:
• Scope Creep – from the stakeholders
• Inherent schedule flaws – usually due to unknown and uncertain elements, and also due to a
miscalculation on the size of the product to be built
• Employee turnover – this possibility is usually left out of the estimation process, especially the
time needed to ramp up replacement resources
• Specification breakdown – this is a show stopper, in which the customer cannot agree on what is
being delivered, effectively bringing the project to a standstill. However,in reality, the conflict is
usually so deep that it is often covered up and the project goes ahead with a flawed, ambiguous
target. This will result in a project that is either canceled or does not meet customer
expectation.
• Poor productivity –usually a result of the impact of the previous four risks described
Requirements
New
Technology
Updated
blueprints
Skills
Availability
Standards
Technical
Management
Commitment
Regulatory
Market
Customer
PMO Strategy
Organizational
Cross-Project
Dependencies
Resource
Availability
Realistic?
Prioritization
Schedule
Vendors
Regulatory
Market
Conditions
Credit
Aircraft Project
External
Competing
Priorities
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: Project Risk Management 11-6
Identify Risks
This process is used to determine which risks may affect the project, and can include the following
resources when performing risk identification activities:
• Project manager
• Project Team
• Risk team
• Stakeholders
• Customers
• Subject matter experts
Identifying risks is an iterative process - new risks may become apparent as the project evolves. The
tools and techniques of identifying risks on a project will be elaborated on the following pages.
Risk Information Gathering Techniques
Inputs Outputs
Tools and
Techniques
Risk management plan
Cost management plan
Schedule Management plan
Quality management plan
HR management plan
Scope baseline
Activity cost estimates
Activity duration estimates
Stakeholder register
Project documents
Procurement Documents
Enterprise environmental factors
Organizational process assets
Documentation reviews
Information-gathering
techniques
Checklist analysis
Assumptions analysis
Diagramming techniques
SWOT analysis
Expert judgment
Risk register
Brainstorming
Delphi Technique
Root Cause Analysis
Expert Interviewing
SWOT Analysis
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-7
The above-mentioned risk information gathering techniques are well established and have been in use
for many years.
You may see reference to any one of these risk gathering techniques in an exam question.
Brainstorming and Delphi
Brainstorming is a technique developed by Alex Osborn (The ‘O’ in the advertising firm of BBD&O)in his
book, Applied Imagination. The four fundamental steps to brainstorming are as follows:
1. Focus on quantity: The idea is to facilitate problem solving through the concept, quantity breeds
quality. The idea assumes that the greater the number of ideas generated, the greater the
chance of producing an effective solution.
2. Withhold criticism: In brainstorming, criticism of ideas generated is postponed until the team is
ready to analyze the input. Instead, participants focus on extending or adding to ideas. By
suspending judgment, participants will feel free to generate unusual ideas.
3. Welcome unusual ideas: To get a good and long list of ideas, unusual ideas are welcomed. They
can be generated by looking from new perspectives and suspending assumptions. These new
ways of thinking may provide better solutions.
4. Combine and improve ideas: Good ideas may be combined synergistically, to form a single
improved good idea, as suggested by the counterintuitive "1+1=3". It is believed to stimulate
the building of ideas by a process of association.
The Delphi Technique was developed by the RAND Corporation (an acronym for Research ANd
Development) in the 1960s and was created as an interactive forecasting method that relies on a panel
of independent experts. Usually, all participants maintain anonymity. Their identity is not revealed even
after the completion of the final report. This stops them from dominating others and using their
authority or personality. This frees participants from their personal biases, minimizing the "bandwagon
effect" or "halo effect", allowing them to freely express their opinions, encouraging open critique and
admitting errors by revising earlier judgments.
Root Cause Analysis (RCA) and Expert Interviewing
RCA is a reactive method of problem detection and solving, initially. The analysis is performed after an
event has occurred. This allows practitioners to identify process ‘triggers’, so that RCA becomes a pro-
active method. In other words, RCA is able to forecast the possibility of an event before it might occur.
RCA is not a single, sharply defined methodology; there are many different tools, processes, and
philosophies of RCA in existence. However, most of these can be classed into five, very-broadly defined
"schools" that are named here by their basic fields of origin: safety-based, production-based, process-
based, failure-based, and systems-based.
•
Safety-based RCA descends from the fields of accident analysis and occupational safety and
health.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-8
•
Production-based RCA has its origins in the field of quality control for industrial manufacturing.
•
Process-based RCA is basically a follow-on to production-based RCA, but with a scope that has
been expanded to include business processes.
•
Failure-based RCA is rooted in the practice of failure analysis as employed in engineering and
maintenance.
•
Systems-based RCA has emerged as an amalgamation of the preceding schools, along with ideas
taken from fields such as change management, risk management, and systems analysis.
Several RCA techniques include Kepner-Tregoe, FMEA, Pareto Analysis, Bayesian inference (conditional
probability), Ishikawa diagrams and many others.
Expert Interviewing is the process of interviewing subject matter experts to obtain critical information
for the project.
SWOT Analysis
This one analysis is generally set up as a grid with strengths and weaknesses as the two major columns,
and opportunities and threats as the two major rows in the grid. The idea is to see where the
organization's strengths and weaknesses play against opportunities and threats using the four following
comparisons:
• Strengths-Opportunities-identifies how organizational strengths help the organization to
capitalize on opportunities
• Weaknesses-Opportunities - identifies organizational weaknesses, from the perspective of
making the necessary improvements, to enable the organization to capitalize on opportunities
• Strengths-Threats - identifies how our organizational strengths help us deal with competitors or
threatening situations
• Weaknesses-Threats - identifies how our organizational weaknesses leave us vulnerable to
external competition or threats
SWOT analysis came from the research conducted by Albert S. Humphrey at the Stanford Research
Institute from 1960-1970. The development of SWOT stemmed from the need to find out why corporate
Strengths Weaknesses
Opportunities
Threats
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-9
planning frequently failed. The research was funded by the fortune 500 companies to find out what
could be done about this failure.
The Risk Register
The risk register becomes a key planning tool for the project. Understand that although a risk identifies
only the probability of an event occurring, the possibility of the event is deemed to be real, true and
requires assistance in monitoring.
The risk register example shown above contains a description of the risk, it's probability, its impact in
dollars, a category of risk, the triggering event that indicates the risk is about to occur, the risk response
strategy, the risk owner, the date the risk was identified, a due date for resolution and most
importantly, the risk’s priority. Also understand this key point about risks in the risk register:
Any risk with a probability percentage of 70% or greater is no longer a risk, it’s an issue!
In other words, your risk just became an issue (now an issue in the issue log that needs to be dealt
within proactive terms.
Perform Qualitative Risk Analysis
Risk Register
Project PM
Project
ID Updated
Sponsor Version
Risk
Priority Description
Probability
Impact
Result
Risk
Category
Risk
Trigger
Response
Strategy
Contingency
strategy Owner
Entry
Date
Response
Due Date
Actual
Date
Risk
Realized?
0
0
Inputs Outputs
Tools and
Techniques
Risk management plan
Scope statement
Risk Register
Enterprise environmental
factors
Organizational process
assets
Risk probability and
impact assessment
Probability and impact
matrix
Risk data quality
assessment
Risk categorization
Risk urgency assessment
Expert judgment
Project documents
updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-10
The process of qualitative risk analysis focuses on prioritizing risks for further analysis or action and
identifying the high priority risks. The only output to the qualitative risk analysis process is updates to
the project documents. To perform these updates, we use a battery of tools and techniques to help us
perform qualitative risk analysis.
An example of a qualitative risk assessment matrix appears below:
Qualitative Risk Assessment Matrix
The qualitative risk assessment matrix offers a summary level of the potential impact of the risk, based
on approximate percentages. Notice that this matrix shows general percentages that are not tied to
specific dollar amounts or timelines. Another way of showing a qualitative impact is to rank the
probabilities as high, medium or low:
Risk Impact Likelihood
Shipments are delayed High Low
Long lead times for hardware Medium Medium
Resource unavailability Medium Low
Rework issues Low High
Project Documents Updates
The project risk register and assumption log are updated. Partial List of Risk Register Updates include:
• Ranking and prioritization of project risks
• Grouping risks by categories
QUALITATIVE RISK ASSESSMENT MATRIX
Risk Description Business
Impact
Probability of
Occurrence Risk Score
Probability As a percent As a Percent
Lead Architect Leaves .2 .15 3%
Technology does not work as planned .15 .05 .75%
Timeline underestimated ..90 .75 67.5%
Vendor delivers 1 month late .75 .50 37.5 %
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: Project Risk Management 11-11
• Risks requiring near-term response
• Risks requiring additional analysis and response
• Low priority risks to monitor
• Look for trends in results – regression analysis or trend charts
Risk register updates will generally include the outcome of risk assessments, risk audits, and periodic risk
reviews. This can include identification of new risk events or updates to risk probability, risk impact, risk
priority and risk response plans.
An important use of the risk register is to view the actual outcomes of the project risks and risk
responses against anticipated risks. This data can help project managers plan for risk as the project
moves forward.
For the Exam: Risk Register updates are an output of Perform Qualitative Risk Analysis, Perform
Quantitative Risk Analysis, Plan Risk Responses and Monitor & Control Risks.
Perform Quantitative Risk Analysis
Quantitative risk analysis involves the numerical quantification and measurement of the effects of
identified risks on the project. It frequently involves the use of sophisticated mathematical modeling
techniques to create forecasts and trend
analysis.
One of the more common analysis and
modeling techniques is the sensitivity analysis,
which is used to identify the risks with the
largest potential impact on the project. The
tornado diagram is frequently used to display
the sensitivity analysis. The example shown is
from the US Department of Transportation.
41
41
http://international.fhwa.dot.gov/riskassess/images/figure_17.cfm
Risk management plan
Cost management plan
Schedule management plan
Risk register
Enterprise environmental
factors
Organizational process
assets
Data gathering and
representation
techniques
Quantitative risk
analysis and modeling
techniques
Expert judgment
Project documents
updates
Inputs Outputs
Tools and
Techniques
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-12
Failure Modes Effects Analysis (FMEA)
FMEA: Failure Modes Effects Analysis. The FMEA is useful for manufactured product or where risk may
be undetectable:
Utilizes three measures: 1) Severity, 2) Occurrence, 3) Detectability to produce the Risk Priority
Number (RPN) : The higher the RPN, the greater the risk
This is also referenced as a ‘proprietary’ approach to quality management in the Project Quality
Management chapter (Chapter 8)
A key aspect of the failure modes and effects analysis, or FMEA, is that it uses three measures to
determine the Risk Priority Number:
• Severity of the risk - represented on a numeric scale from 1 to 10, 1 representing no effect, to 10
representing a high hazard (unsafe without warning)
• Probability of occurrence – 1 representing the current probability of less than .0007%, to 10
representing a probability of 20% (almost continuous failure) or greater
• Detectability of the risk – 1 representing a risk that is highly detectable, to 10 representing a risk
that is completely undetectable (failure without warning)
The three numbers are multiplied together to produce the RPN (Risk Priority Number)
This risk register type is particularly effective for manufactured products or for software products in
which the software controls mechanical devices that could potentially cause serious injury or loss of life
if the software (and therefore the device itself) were to fail.
While the FMEA is initially described in the Quality Management knowledge area as a ‘non-proprietary’
quality management approach (
PMBOK® Guide
, 5th edition, p 190), it was invented by the US Army in
1949and was designed to assess high risk elements:
Potential
Failure Mode and Effects Analysis
(Design FMEA)
Item Requirements
Potential
Failure
Mode
Potential
Effect(s) of
Failure
Severity
Potential
Cause(s) /
Mechanism(
s) of Failure
Current
Design
Controls
Prevention
Occurrence
Current Detection
Design Controls
Detection
R.
P.
N.
Cause Failure
Mode
Name, Requirements of
function being
analyzed
Manner in
which
systemcould
fail:
Effects of failure
as perceived by
customers.
List every
potential cause
and/or failure
mechanism:
List prevention
activities
List
Causes
List
detection
activities
0
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-13
“Each potential failure is ranked by the severity of its effect in order that appropriate corrective actions
may be taken to eliminate or control the high risk items
”
42
Expected Value/ Expected Monetary Value
Expected value or Expected Monetary Value (EMV) is computed by multiplying the probability of an
event by its impact. Examples appear below:
Example #5 is an example of an opportunity: There is a 20% chance of saving $40K which results in
a potential EMV savings of $8K. Notice that the impact values can be expressed in time or dollars.
QUANTITATIVE RISK ASSESSMENT MATRIX
Risk Description Business
Impact
Probability of
Occurance
Expected
Monetary Value
(EMV)
(
In Dollars ($) As a percent in Dollars ($)
Lead Architect Leaves $ 50,000.00 15% $ 7,500.00
Technology does not work as planned $ 250,000.00 5% $ 12,500.00
Timeline underestimated $ 150,000.00 25% $ 37,500.00
Vendor delivers 1 month late $ 75,000.00 20% $ 15,000.00
$ -
$ -
$ -
$ -
$ -
$ -
$ -
Total Risk $ 72,500.00
42
MIL-STD-1629A, Procedures for Performing a Failure Modes and Criticality Effects Analysis” November 1980,p7
Risk # Probability Impact Expected value
- $6,000
7 days
-$10,450
-$20,000
28 Days
-$95,000
-$38,000
+$40,000
-$15,200
+$8,000
1
2
3
4
5
30%
25%
11%
40%
20%
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-14
Monte Carlo Analysis
Monte Carlo analysis is a mathematical modeling technique requiring the use of statistical analysis tools
to render the model. The graphic above demonstrates what is called a cumulative distribution,
otherwise known as an 'S' curve.
The Monte Carlo analysis can use PERT or triangular distributions to model data. Whereas the PERT
estimate uses a single optimistic, most likely, and pessimistic estimate to derive a weighted average, the
Monte Carlo analysis can use hundreds or even thousands of data points that can be combined into an
overall model.
The graphic above utilized the PERT estimate coupled with a random variable to produce a thousand
data points. The data points were then graphed in the chart you see below. The Monte Carlo can be run
for budget as well as schedule. An example appears below:
Decision Tree Analysis
The decision tree analysis is another form of EMV that is used for more complex decision making in
which there are multiple decisions possible and complex uncertainties. The decision tree utilizes two
type of branching:
•
_____________________: illuminates a possible path forward based on the decision made by
the business
•
_____________________: illuminates the probability of success based on certain conditions
The example below demonstrates a build or buy decision scenario.
The decision branches:
•
Buy the product for $85K
•
Build the product in-house for $200K
The uncertainty branches for the ‘buy’ scenario:
•
The product meets the need (40% probability)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
110%
0 2 4 6 8 10 12 14
Probability
Weeks to Complete
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•
The product does not meet the need (60% probability)
The uncertainty branches for the ‘build’ scenario:
•
The product meets the need (85% probability)
•
The product does not meet the need (15% probability)
Notice that for each ‘uncertainty’ path, the same EMV calculation is performed as it was before in
previous examples: Impact in dollars times the probability. Each calculation produces a ‘path value’ as
shown in the first column entitled; Path Value. The probability percentages can be derived via a PERT
estimate or expert judgment.
Finally, the uncertainty path values for each decision branch are added together to produce the EMV as
shown in the far right column. For the scenario above we are looking for the lowest cost option. In this
case the decision tree shows that the ‘develop in-house’ scenario offers the lowest cost: $204.5K.
Project documents updates may include the following:
• Probabilistic analysis of the project
• Probability of hitting time and cost goals
• ,Prioritized list of risks
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-16
Plan Risk Responses
After risks are identified and evaluated from a qualitative and quantitative perspective, we can plan our
responses to risk, and either to enhance opportunities, or reduce threats for the project.
There are a number of risk response strategies that can be employed on a project, however, all of the
responses fall into the following basic categories:
• Implementing actions to prevent the risk from occurring
• Implementing actions in response to a risk occurrence
• Implementing actions to mitigate or reduce the risk occurrence
• Implementing actions to promote opportunities
• Implementing fallback or contingent responses, in the event risk response plans do not work
Risk Response Strategies
For the exam, understand there are two fundamental types of risks; negative risks and positive risks
(otherwise known as opportunities).
Examples of Risk Strategies – Negative Risks
• _____________ – Elimination of the potential threat. For example, you are dealing with a
vendor and there is the threat of a potential major strike. Your avoidance strategy would be to
switch vendors to an organization that does not have unions at all.
• _____________– This involves shifting some or all of the negative impact of a threat, along with
the ownership of the response, to a third party. Examples include purchasing insurance,
performance bonds, warranties, or other forms of guarantee.
• _____________ –this involves a reduction in the probability or impact of the risk. Designing fault
tolerance into a system is a risk mitigation strategy. Instead of shouldering the full cost of the
development of a new high risk product, you find three or four partners who can share the
expense of development. In case of failure, your exposure to loss has been cut by 75-80%
• Accept – Acceptance means that you cannot eliminate, transfer, or mitigate a threat, and there
is no other suitable response strategy. You can actively or passively accept the threat:
Inputs Outputs
Tools and
Techniques
Risk register
Risk management plan
Strategies for negative
risk or threats
Strategies for positive
risks or
opportunities
Contingent response
strategy
Expert judgment
Project management
plan updates
Project document
updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-17
o Passive acceptance means you take no action and deal with the risk if it occurs
o Active acceptance commonly means you have set aside contingency reserves to deal
with any potential risks
Examples of Risk Strategies – Positive Risks
• ___________– is used when the organization wants to ensure an opportunity is realized. Saving
funds by using existing equipment or facilities is an exploit strategy.
• ___________ – occurs when the organization transfers ownership of the opportunity, in part or
altogether to a third party to ensure the opportunity occurs. Engaging a sub-contractor with
specialized skill sets not available in your organization can help you capture an opportunity that
may have been out of reach otherwise.
• ___________– used to increase the impact or probability of an opportunity. Ending a project
early by using highly experienced resources, or utilizing specific schedule compression
techniques, is an enhancement opportunity.
• Accept – willing to take advantage of an opportunity without actively pursuing it.
Quick Quiz: You will need to know and understand the risk response strategies listed above. Look at the
table below and see if you can quickly identify what type of risk response strategy is being employed in
each situation:
Risk Description Response
Strategy?
There is a risk your lead architect may leave the project before her job is
completed. As a result you cross-trained one of the developers to handle lead
architect responsibility.
The database for your software project is expected to run into multiple terabytes.
After consulting with the infrastructure team you discover there are terabytes of
available storage in the data center that can be secured at a much lower cost
than purchasing new equipment.
An out-of-state vendor on your project has expressed concerns about meeting
delivery due dates. You engage a local vendor that can easily meet the delivery
dates without issue.
Staffing up for customer service on your project will take too long and be too
expensive. You identify a vendor that will exceed your customer service
requirements and will pay penalties if their service falls below stated quality
levels.
In your RFP response you identify a potential partner that will increase the
likelihood you will secure a contract and achieve the opportunity
You're running a product launch outdoors on the California coast. You can't
afford rain on the date. You contact a tent company to erect tent that will hold
up to a thousand guests in the event of rain.
Your client stated that you can obtain incentive fees by turning in daily status
reports (DSR). Your lead developer created a small DSR application that can be
beamed to every consultant’s smart phone that helps to automate the DSR
process and help to ensure compliance.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-18
Contingency Plans
Contingency plans are developed for a specific risk. Contingency plans are generally developed when
you have accepted a risk and now have developed a plan 'A' as a contingent response. These plans are
executed only under predefined conditions, and when there is sufficient warning to implement the plan.
Fallback plans (plan 'B') are implemented when a contingent response is not effective.
Residual and Secondary Risks
Residual risks are identified as risks that remain after a risk response strategy was implemented. It is
possible that residual risks can be identified in the risk planning process, in which case they are subject
to contingency and fallback planning.
For example, if you know that certain key personnel on the project might leave before the project is
over, your risk response strategy many include required cross-training of other lower level resources.
There is a potential residual risk that even with cross-training, the lower level resources might not
perform to the level expected. In this event, you may have identified a contingent or fallback plan to
address the residual risk.
A secondary risk is a risk that results from implementing a risk response strategy. Secondary risks can be
identified in the planning process, or they might occur as a result of discovery.
For example, you implemented a risk avoidance strategy by replacing an unreliable vendor with a highly
dependable vendor on a project. However, unknown to you at the time, the dependable vendor was in
negotiations to be bought out by a larger company. The secondary risk with the dependable vendor may
include elements such as unexpected price changes, changes in resource availability, or a complete
change in the business model.
Contingency and Management Reserve
Contingency risk reserve handles ‘known unknowns’:
•
Risks have been quantified
•
Risk category has been determined
Management reserve handles unknown risks i.e. ‘unknown unknowns’:
•
Assessment of overall project uncertainty or project unknowns is needed
•
Risk occurrences are usually described as ‘discovery’
Exam Tip:
Contingency reserves, aka money allocated for known risks (or known ‘unknowns’), are part of the cost
baseline of the project.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-19
Contingency reserves plus management reserves (money allocated for unknown risks) are part of the
project budget of the project.
Risk Register Updates
The risk register is completed at this point and can include:
•
Identified risks and descriptions
•
Triggers
•
Response strategy
•
Specific actions taken if risk occurs
•
Responsible party or owner
•
Results from qualitative and quantitative risk analysis process
•
Primary and secondary responses for each risk
•
Residual risks that are expected to remain
•
Risk budget
•
Contingency and fallback plans
•
Contingency reserves for time and cost
The risk register is designed to be written to a level of detail that corresponds with the priority ranking
of the risk and its associated response. Frequently, the lower level, low priority risks are placed on a
'watch list' for periodic review and monitoring. The listing above is a partial listing of elements that can
be included in the risk register.
Exam Tip: Know the following for the exam
Risk Register Updates
(Outputs)
Qualitative Risk Analysis Quantitative Risk Analysis
Risk ranking Probabilistic analysis of project
Group risks by category Probability of meeting cost/time objectives
Risks needing special attention Prioritized list of quantified risks
Risks needing near term responses Trends in quantitative risk analysis results
Watchlists of low priority risks
Trends in qualitative risk analysis results
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-20
Control Risks
As in other monitor and controlling activities, it is assumed you have performed all the necessary
elements to identify and quantify project risk, and have a created the necessary strategies to respond to
risk on the project. For the exam, it is assumed that the project has a lower risk profile as a result of your
risk and project management planning activities.
Part of the process of monitoring and controlling risks is to perform risk reassessments of the project on
a regular basis:
• You are utilizing variance and trend analysis to see if the risk elements changed and if
assumptions are still valid
• Are risk procedures being followed ordo they need updating?
• Have lower level, low priority risks become high priority risks?
• Have certain risks been addressed, and be considered closed on the risk log?
• Do contingency or management reserves need to be adjusted?
The exam assumes that you are doing these things throughout the project. Other risk monitoring and
controlling elements are listed on the following pages.
Risk Audits and Reviews
In most large organizations, there are individuals who specialize in risk auditing and conducting risk
reviews. You would do well to learn as much as you can from these individuals about project risk - it will
help you do a better job of identifying risks and planning risk responses. Usually, risk audits are
periodically scheduled throughout the project. They are typically conducted by people outside of your
immediate organization. Why do you think that is so?
There are several reasons why auditors are not part of the project team:
• Provides for an objective review of risks
• Provides a fresh pair of eyes to review risk elements from a different perspective
• Can help identify risks not considered by the team
Inputs Outputs
Tools and
Techniques
Project management plan
Risk register
Work performance data
Work performance reports
Risk reassessment
Risk audits
Variance and trend
analysis
Technical performance
measurement
Reserve analysis
Meetings
Work performance
information
Change requests
Project management plan
updates
Project document updates
Organizational process
assets updates
Goal: Change requests,
updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-21
Additional Risk Tools
Variance and Trend analysis compares planned results to the actual results. Variance tools such as
earned value analysis can be used for monitoring overall project performance. As a result, potential
forecasts of deviation at the project’s completion from cost and schedule targets are possible.
Technical Performance Measurement compares technical accomplishments during project execution to
the project management plan schedule of technical achievement. Quantifiable measurements are taken
and compared against actual results.
Reserve Analysis compares the amount of contingency reserves remaining to the amount of risk
remaining at any time in the project.
Exam Tip: reserve analysis and the funds set aside for contingencies apply only to the specific risks on
the project for which they were set aside.
Workarounds
Workarounds are usually employed when no contingency plan exists, and are generally executed 'on-
the-fly' to address some unplanned event. The result of implementing a workaround can be the
identification of an undiscovered risk for which the contingency and fallback planning can now be
addressed.
Risk reassessment or risk reviews
Periodic and scheduled
Should occur to determine if any
risk priorities or ratings have
changed
Risk audits
Carried out throughout project life
Typically performed by experts
outside project team
Audit
Etc…
Project
Plan
Risk log
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-22
Project Risk Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Risk Management processes are shown
below. Know these process interactions for the exam.
In Summary…
This section discussed risk management, including:
• The benefit of using a risk breakdown structure
• Information gathering techniques: brainstorming, Delphi technique, interviewing, root cause
identification, and SWOT analysis
• Importance and components of the risk register
• Using decision trees and Monte Carlo simulation to assess the quantitative impact of each risk
item
• Deciding on the best risk response strategy: avoid, transfer, mitigate, exploit, share, enhance, or
accept risk events
• The purpose of risk response audits
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-23
Risk Process Check
Match the process to its description:
___Plan risk management A. The process of prioritizing risks for further
analysis or action by assessing and combining
their probability of occurrence and impact
___Identify risks B. The process of implementing risk response
plans, tracking identified risks, monitoring
residual risks, identifying new risks, and
evaluating the risk process for effectiveness
throughout the project
___Perform qualitative risk analysis C. The process of developing actions and
options to enhance opportunities and to
reduce threats to project objectives
___Perform quantitative risk analysis D The process of defining how to conduct risk
management activities for the project
___Plan risk responses E. The process of determining which risks may
affect the project and documenting their
characteristics
___Control risks F Process of numerically analyzing the effects
of identified risks on overall project objectives
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-24
Chapter Eleven Memory Check
1. The risk categories in a project management plan can be graphically represented with a tool
called a ________________________
2. The five Planning steps in Risk Management are, in order: ________________,
___________________, ___________________, ___________________, and
_______________________
3. The tool that is used to determine where the organization's strengths and weaknesses play
against each other is called a ______ grid
4. A risk register that measures probability, impact, and detectability is known as a ______
5. A decision tool that is best used when the participants could become contentious is known as
the ___________________
6. A reactive method of problem detection and solving in which the analysis is performed after an
event has occurred is called a ___________________
7. A repository for all known risks on a project that identifies risk responses and owners is called a
___________________
8. Multiplying the Impact of an event in dollars times its probability is called the
_____________________________
9. Three types of responses to negative risks are known as________, _______, and __________
10. A decision tool that illuminates a possible path forward based on a decision made by the
business and the probability of success of each decision path is called a ___________________
11. The types of responses to positive risks are known as ______, _________, and ________
12. The risk response plan that is used when the risk has been accepted is called a __________ plan
13. A minor risk that remains after the risk response strategy has been implemented is called a
_________ risk, whereas a risk that occurs as the result of implementing a risk response strategy
is called a __________ risk
14. A ___________________is developed when a selected risk strategy is not fully effective or if risk
has a high impact
15. ___________________are used to provide funding for the ‘unknown’ unknowns of a project –
while ___________________ are used to handle the known unknowns
16. An unplanned response to risk when no contingency plan exists is called a ___________
17. A risk response that is used for both positive and negative risks is called ______
18. A statistical modeling tool used to create cumulative distributions and what-if scenarios is called
a __________________________
19. A risk information gathering technique that collects as many ideas as possible is called
______________
20. A document that describes how you will manage and plan your risk responses is called a
_______________________
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-25
Chapter 11 Test
1. The tool that lists the categories and subcategories of risk on a project is known as a:
a. Risk breakdown structure
b. Quantitative risk analysis matrix
c. Probability and impact matrix
d. Stakeholder tolerance matrix
2. An assumptions analysis is used to:
a. Identify historical information for risk analysis
b. Identify root causes
c. Assess the validity of risk assumptions
d. Assess the effectiveness of potential risk responses
3. The project manager overhears two stakeholders discussing the current project. Each stakeholder is
discussing the risk impacts of the project on each of their departments. The first stakeholder states that
the project will have impact on her department, but states that the team has effective strategies for
dealing with it. The second stakeholder is voicing great concern because it may cause them to double
their workload. They are looking to acquire additional headcount to meet the need but the company just
implemented a hiring freeze (!) At this point, the second stakeholder does not know how serious the
impact on her department will be. At the next stakeholder meeting, what will you most likely discuss with
the stakeholders?
a. Stakeholder register
b. Stakeholder risk tolerances
c. Risk management plan
d. Risk avoidance strategies
4. What is the purpose of a root cause analysis?
a. To find defects in a product or process
b. To identify problem resolutions for difficult issues
c. To identify the individual(s) responsible for the failure
d. To find the ultimate precipitating event that caused the failure
5. A series of stakeholder meetings were called to address the needs of stakeholders for the upcoming
project. A list of 150 requirements was drawn up. After reviewing the list and developing a high level
estimate, the PM reported back to the stakeholder group that due to the budget limitations on the
project, it would be possible to deliver 75 of these requirements. A new meeting was called to cull the list
from 150 to 75. The stakeholders, all PhD’s, were going through the list, when there was serious
contention about a group of requirements. The disagreement escalated to a shouting match, and several
stakeholders left the meeting infuriated. What risk tool would have best prevented this situation?
a. Brainstorming
b. SWOT analysis
c. Delphi Technique
d. Nominal Group technique
6. All of the following are key risk register components with the exception of:
a. Identification of the risk trigger
b. The risk owner
c. Who identified the risk
d. The risk response strategy
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: Project Risk Management 11-26
7. A unique aspect of the quantitative risk analysis process is that PMI recommends that quantitative risk
analysis:
a. Should be performed in conjunction with quality assurance
b. Should be repeated after Plan Risk Responses to determine if project risk has decreased
c. Can be used in place of Perform Qualitative Risk Analysis
d. Can be used to make unknown risks, visible to the project team
8. What is the expected monetary value (EMV)?
a. The potential cost/benefit of a risk, positive or negative
b. What the project ROI will be
c. The amount of the risk contingency budget
d. The cost baseline minus the risk contingency
9. Your project is completed and is ready to roll into maintenance and support mode. You are weighing the
risk of having the internal organization handle support; or contracting an external company that has
guaranteed 99.9% response time within an hour for all support issues. There are financial penalties for the
external company if it does not meet its guaranteed response time.You decide on the external vendor.
This risk response strategy is known as?
a. Accept
b. Transfer
c. Exploit
d. Mitigate
10. The risk register has been reviewed for completeness at this point in time. Risks have been prioritized
based upon urgency and potential impact. As the team was working on the project, an event occurred
that was not identified in the risk register. Since something needed to be done to handle the emergency,
the technical team implemented a temporary fix until the issue could be discussed and a permanent
resolution installed. This is best described as a:
a. Secondary risk response
b. A workaround risk response
c. A residual risk response
d. A contingency risk response
11. Your risk register is reviewed by an external team every two weeks so that ‘fresh eyes’ are looking at all
potential risks. One of the risk response strategies to a specific risk is met with some skepticism by one of
the assessors. “You may need to develop an additional response strategy in case this one creates
additional problems for you.” What kind of risk is she referring to?
a. Secondary risk
b. Fallback plan
c. Residual risk
d. Workaround
12. You are developing a revolutionary new product for the telecom industry. It is a switching product that
provides voice, video and data over the same pipeline, but uses a technology that has never been tried
before. The potential return on investment for this product is $5 billion. Your estimated development
costs are $150 million. If you go it alone, there is a 65% chance that you will succeed. You also decide to
look into developing the product with a partner that has specific experience with this new technology.
With a partner, there is an 85% chance that you will succeed, but development costs in this case are $250
million, of which the partner is carrying $50 million. Because you are shouldering 80% development costs,
you decide to split the ROI with 80% going to you and 20% going to the partner if the project succeeds.
What is the best EMV scenario from your organization’s point of view?
a. Build the solution alone for $3.25 billion in potential return
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-27
b. Build with a partner with a $4.25 billion in potential return
c. Build with a partner with a $3.37 billion in potential return
d. Build the solution alone for $3.35 billion in potential return
13. Risk register updates typically include the following except:
a. Trends in risk analysis results
b. Probability of achieving cost and time objectives
c. Risk management reserves
d. Prioritized risk ranking
14. The impact of risk and the probability of experiencing a risk event are best described in?
a. Probability and impact matrix
b. Risk Management Plan
c. Risk Register
d. Random Access Matrix
15. The process of determining which risks have the most potential impact on the project is known as a?
a. Risk probability and impact assessment
b. Risk data quality assessment
c. Sensitivity analysis
d. Expert judgment
16. You are managing a project in which measurement accuracy is of paramount importance. Which of the
following would have the largest impact to decrease the risk of obtaining inaccurate measurements?
a. Secure resources with the most experience in measurements
b. Make sure the measurements are taken at the same time of day
c. Have the QA team audit the process
d. Have the resources take measurements against previously measured elements that have
established, verified results
17. You are managing a large project team of over 75 people. This computes to a minimum of 2775 potential
lines of communication between all the team members. As the project manager, what is your largest risk
concern?
a. Crashing the e-mail system
b. Controlling the communication hierarchy
c. Shielding potentially embarrassing communications from senior executive staff
d. Ensuring communications are clear
18. Your project has implemented several risk response strategies along the way. While the risk response
strategies have generally worked, the project manager wants to explicitly evaluate the success of those
risk response strategies. The tool that would best help the project manager make this determination is:
a. Risk analysis
b. Trend Analysis
c. Quantitative analysis
d. Variance analysis
19. You have just experienced a risk trigger on your project. What type of risk response usually occurs when a
risk is triggered?
a. Mitigation response
b. Contingency response
c. Avoidance Response
d. Workaround response
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-28
20. Who owns the resolution of any given risk on the project?
a. The team
b. The sponsor
c. The PM
d. It depends on the specific risk response being utilized
21. All the answers below are reasons for performing risk management except?
a. Reduce the impact of threats
b. Ensure the occurrence of opportunities
c. Elimination of issues
d. Planning for known and unknown events
22. Your team has done a good job of implementing a risk response strategy for the current project. One of
the risk triggers was activated and you implemented the appropriate risk response strategy for that risk.
What occurred, however, was that an additional risk was realized as a result of implementing the
documented risk response strategy. This type of risk is called:
a. Residual Risk
b. Tertiary Risk
c. Unanticipated Risk
d. Secondary Risk
23. The main purpose of a risk audit is to:
a. Assess the thoroughness of the PM’s risk management plan
b. Reassess current risks listed in the risk register
c. Examine and document the effectiveness of risk responses and the risk management process
d. Evaluate variances and trends in project risks
24. Several risks have occurred on your recent project. You and your team implemented the appropriate risk
response strategies with great success. What is the next thing the project manager should do?
a. Inform senior management of the team’s successful risk response
b. Perform a risk reserve analysis
c. Update the stakeholder management plan
d. Update the risk register
25. Your newest 2 year project has a large number of technical developers on it – 175 to be exact. The
organization didn't consider where they were going to put these people once the project started; the
assumption was that 95% of the staff would come from internal departments where the developers
already had a home. However, this project required skills not possessed by the performing organization
and a hundred developers were coming in from the outside as consultants or additional headcount.
Senior management realized they would have to rent a small building and outfit it for an additional 100
developers at a cost of $20,000 per month to the project, plus $50,000 in initial setup charges. At the
next stakeholder meeting, one of the stakeholders informed the project manager that they had a
warehouse that was practically empty that could be easily converted to use as a development center. In
this case, set-up charges would only cost $40,000, and the project would save $20,000 a month. This type
of risk strategy is called?
a. Avoid
b. Enhance
c. Exploit
d. Transfer
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-29
Chapter 11 Test – Answers
1. A – This is the definition of an RBS. PMBOK® Guide, 5th edition, p. 317
2. C – Assesses the validity of assumptions as they apply to the project. PMBOK® Guide, 5th edition, p. 325
3. B – In this instance, the stakeholders are discussing their tolerance for risk. The first stakeholder can deal
with it well, while a second stakeholder will have real difficulty. The risk register (A) is a risk repository for
all risks; the risk management plan (C) focuses on how risk will be managed and audited, and a risk
avoidance strategy (D) is a specific risk response may not be possible.
4. D – Root cause analysis identifies the precipitating event that caused the failure. Frequently organizations
focus on the point of failure to address their corrective activities. The point of failure is simply a symptom
of the real problem that started much further upstream. The point of the root cause analysis is not to fix
the symptom, but to find the cause and eliminate it.
5. C – With the Delphi technique, participants remain anonymous to each other so that they can simply
focus on the facts without having to deal with the emotional components of the problem.
6. C – Who identified the risk is not an important part of the risk register
7. B – Quantitative risk analysis should be repeated after plan risk responses to determine if the project risk
has decreased.
8. A – The expected monetary value (EMV) outlines the potential cost of a negative risk or the potential
benefit of a positive risk.
9. B – You have transferred the risk to a third party. If they do not meet their service-level agreements,
there are financial penalties levied against the performing organization
10. B – A workaround is defined as a response to a negative risk that was not part of original risk planning. It
is usually a solution developed "on-the-fly" until a permanent solution can be derived
11. A – In this case, the fact that the risk response may create 'additional problems for you' defines the
secondary risk
12. C – This is a decision tree question. The decision branch for going it alone computes as follows: 65% of $5
billion = $3.25 billion. 35% of $150 million = $52.5 million. The EMV equals 65% of the ROI minus 35% of
the potential failure costs, or $3.25 billion - $52.5 million = $3,197,500,000. The decision branch for
sharing the development with a partner computes as follows: 85% of $5 billion = $4.25 billion. 15% of the
$250 million development costs = $37.5 million. $4.25 billion - $37.5 million = $4,212,500,000. Your share
of the ROI is 80% of the $4.212,500,000 or $3.37 Billion. All in all, developing with a partner gets you a
higher return on investment
13. C – Risk registers typically do not include management reserve amounts. PMBOK® Guide,5th edition, p
306
14. A – This is best described as a probability and impact matrix. PMBOK® Guide, 5th edition p. 331
15. C – The question is the definition of a sensitivity analysis. PMBOK® Guide,5th edition, p. 338
16. D – The only approach mentioned here that will determine your measurement accuracy is to have the
technical team take measurements against elements that already have a known result. In other words,
have the team measure something that is already producing a consistent and accurate result to see if the
team gets the same result.
17. B – Three of the answers are, to a degree, somewhat correct. However, controlling the communication
hierarchy is the only answer that will enable you to control the complexity of communications on the
project
18. D – The tool that is used to explicitly evaluate the success of risk response strategies is called a variance
analysis. PMBOK® Guide, 5th edition, p.352
19. B – The contingency response is the most common in this case
20. D – Once again, three of the answers are somewhat correct depending on the situation however, the best
answer is it really depends on the specific risk response as to who owns the risk.
21. C – Issues are not addressed in risk management – issues are not risks, they are FACTS
22. D– This is the definition of a secondary risk
23. C – The risk audit evaluates the effectiveness of risk responses and of the risk management process
overall
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Risk Management 11-30
24. D – Update the risk register to keep it current. Answers B and C would probably be done as a follow-up.
Answer A is immaterial
25. C – This scenario is essentially an exploit strategy; you are exploiting existing facilities at a cost reduction
saving the organization $480,000 in rent
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-1
Chapter 12 : Project
Procurement Management
Section Topics:
Plan Procurements
Conduct Procurements
Control Procurements
Close Procurements
Section Objectives
With this section, you will be able to:
• List the required elements of a contract
• Describe the various types of contracts
• List the types of procurement documents
• Define various legal terms to know for the exam
• Calculate PTA – Point of Total Assumption
• List various negotiation tactics
• List contract closeout activities
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-2
Project Procurement Management Process Summary
The high level Project Procurement Management output elements, by Process Group are:
Initiating Planning Executing Monitoring and
Controlling
Closing
-Procurement
management plan
-Procurement SOW
-Make-or-buy decisions
-Selected sellers
-Agreements
CR’s Closed
procurements
Project Procurement Management
The procurement process formalizes how organizations obtain goods and services from outside the
organization. As a result, process can involve make or buy decisions, securing expertise not available
within the organization, potential lease decisions, and the best type of contract to use when obtaining
goods or services.
This can include the use of local sourcing or off-shore teams. If the resources are within the United
States, the local, state and federal laws and regulations governing business transactions apply. In the
case of obtaining off-shore procurements, understand the local laws and customs that are at work in
these locales. What is illegal in the United States may be ethical (and expected) in another country.
Understand that the procurement activity involves the creation of a ‘Procurement Statement of Work’
(SOW). This is a legal document subject to legal reviews – breaches of contract may be addressed in the
US court system. The seller is legally bound to what is contained in the contract SOW, and no more.
Therefore, when establishing a contract SOW, it is in the best interests of the purchaser/buyer to make
the document as detailed and accurate as possible, to avoid misunderstandings and misinterpretations
that can lead to legal disputes.
Plan
Procure-
ments
Conduct
Procure-
ments
Control
Procure-
ments
Close
Procure-
ments
Initiating Planning Executing
Monitoring
&
Controlling
Closing
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: Project Procurement Management 12-3
There are usually specialized parts of the organization that deal with procurement activities regularly
and that have developed significant expertise in these areas. If you have never dealt with these areas as
a project manager, this aspect of the exam may prove to be more difficult than some of the other areas.
Pay particular attention to the details in this chapter.
Procurement for the Exam
Unless stated otherwise, assume you are the buyer/purchaser of goods and/or services for your
organization. The contract will include terms and conditionsthat specify what the seller is to deliver to
the buyer, and it is the project team’s responsibility to insure that procurements meet the explicit needs
of the project.
On exam questions, sellers may be identified as prime contractors, sub-contractors, vendors, service
providers or suppliers, and the seller is external to the project team. It is also assumed that the contract
between the buyer and seller is a formal written agreement. To summarize:
•
Questions are from the buyer’s perspective unless the question states otherwise
•
Seller is offering goods or services
•
Buyer is buying goods or services
•
Contract outlines terms of agreement between buyer and seller
Required Contract Elements
All contracts between the seller and the buyer must contain the following elements:
• The offer describes the product or service the seller may offer the buyer.
• The acceptance is performed from the buyer's point of view - it describes the explicit criteria
under which the buyer will accept the product or service delivered by the seller
• Capacity means that the seller has the physical and/or financial capabilities to deliver the
product or service according to the specifications in the contract
• Consideration is what the seller will receive for performing the work of producing the product
or service for the buyer. This is can be in the form of direct monetary compensation to the seller
or some other form of compensation.
• Legal purpose means that the contract must be legal under US state, federal, or local laws. You
cannot draw up a contract to commit a murder that would legally be supported in the courts of
the United States. That is explicitly not a legal purpose
Project Manager’s Role in Procurement
For the exam, you need to understand what role the project manager plays in the procurement process
- there will be questions on the exam that will test your understanding of this critical role. Make sure
you understand the following:
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-4
1. It is best if the project manager is assigned to the project before the contract is signed. There is
a strong risk that the deliverables or the completion dates for the project may be jeopardized if
the contract is signed without any regard to what is needed for the project.
2. Review your understanding of contract terms and conditions, so that there is no ambiguity when
dealing with the contract.
3. Ensure you have input to tailor the contract to the needs of the project as the contract is being
written.
4. Identify risks in a contract that may impact project deliverables or timelines.
5. Make sure the project schedule can be adjusted to include enough time for the completion of
the procurement process.
6. Make sure you have access to procurement personnel to fully understand the procurement
process for the project.
7. Make sure you are also involved in contract negotiations to help protect the relationship with
the seller.
Centralized/Decentralized Contracting
There are two types of contracting mentioned on the exam that are not defined in the PMBOK®
Guide,5th edition at all: centralized contracting and decentralized contracting. This will let you know
how the procurement department is organized, and what authority the procurement manager has in
executing a contract.
In a centralized environment:
• The procurement manager may manage many contracts
• The general advantages support procurement managers with higher levels of expertise, as well
as standardized company practices and clearly defined career paths in the procurement area.
May be on the exam (not defined in PMBOK
®
)
Centralized: Decentralized:
Decntralized
Advantages Disadvantages
Higher Expertise
levels
Multiple projects
Continuous
improvement
Difficulties for
PM to obtain
help
Standardized
practices
Defined career
path
Advantages Disadvantages
PM easier access to
contract expertise
No home
department for the
procurement
manager
Procurement
manager more loyalty
to project
Harder to maintain
high level of
contracting expertise
Duplication of effort
Little standardization
No career path
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-5
• General disadvantages can include difficulties in obtaining contract expertise for your project, as
well as the lack of a dedicated procurement resource for the project.
43
In a decentralized environment:
• The procurement may be assigned specifically to the contract and may directly report to the
project manager.
• General advantages are that the project manager has easier access to contracting expertise, and
the procurement manager has more loyalty to the project.
• Disadvantages can include lack of contracting expertise, duplication of effort, no clearly defined
career path for procurement personnel, or a duplication of effort.
44
Plan Procurements
This process focuses on determining whether or not to obtain products and services from outside the
organization, and to identify explicitly what is needed. This will frequently be identified as a ‘make or
buy’ decision.
• The schedule requirements of the procurement activities must be coordinated with the needs of
the project so that the goods or services procured occur in a timely fashion.
• Risk considerations are reviewed with each make or buy decision – what are the risks the
organization is taking by either doing the work in-house, or contracting a vendor to perform
work or deliver a product?
Teaming agreements or joint ventures are an important input to the Plan Procurement process. They
are legal contractual agreements between two or more parties that define the buyer-seller relationship,
and only last for the duration of the agreement. These agreements are usually arranged to pursue a new
43
“
Encyclopedia of Production and Manufacturing Management”, Paul Swimidass, Kluwer Academic Publishers 1999, p. 606
44
“
Decentralization, Hierarchies, and Incentives: A Mechanism Design Perspective”, DilipMookherjee, Journal of Economic
Literature, Vol. 44, No. 2 (Jun., 2006), pp. 367-390
Inputs Outputs
Tools and
Techniques
Project management plan
Project documents
Risk register
Activity Resource Requirements
Project Schedule
Activity Cost Estimates
Stakeholder register
Enterprise environmental factors
Organizational process assets
Make-or-buy analysis
Expert judgment
Market research
Meetings
Procurement
management plan
Procurement SOW
Procurement Documents
Source Selection Criteria
Make-or-buy decisions
Change Requests
Project document updates
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business opportunity or to synergistically optimize the strengths of each organization to produce a
better product.
Perform Make or Buy Analysis
Costs are evaluated on Make/Buy decisions as well as:
•
In-house expertise
•
Facility availability
•
Resource Availability
•
And other considerations
As an output of Plan Procurements, specific procurement documents are created to solicit proposals
from sellers. These documents vary depending on the type of contract being used, and generally fall into
the following categories:
• RFP or Request for Proposal
• IFB or Invitation for Bid
• RFQ or Request for Quote
• RFI or Request for Information
• Tender Notice
• Invitation for Negotiation
• Seller Initial Response
As part of the 'buy' analysis, the contract type determines the sharing of risk between the buyer and
seller while the terms and conditions specify the degree of risk assumed by both parties.
Buying or leasing may also be possibility because elements that involve trade secrets, product
innovations or require strict controls may be better left in-house.
There are any number of considerations in performing a make or buy analysis for your organization. You
may be asking yourself; do we have the required skill sets for the work(?), can our facilities handle the
type of work that needs to be performed (?), if we job out the work, are there trade secrets we might
potentially expose to competitors (?).
Other considerations can include, funding, availability of resources, mitigation of risk, potential
partnering agreements and others. This information can be documented in formal organizational
process assets, which may include templates using specific software tools that are able to perform a
weighted analysis of the decision factors.
Procurement Management Plan
The procurement management plan specifies how a project will acquire goods and services from outside
the organization. This includes everything from the development of procurement documents to the
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close of the contract. The procurement management plan typically includes but is not limited to the
following:
• Contract type
• Risk management issues
• Need for independent estimates
• Actions that are under the project management team's control
• Coordinating procurement activities with other project activities
• Constraints and assumptions
• Addressing long lead times
• Addressing a make or buy decisions and linking them to estimate activity resources and develop
schedule process
• Setting schedule dates for contract deliverables
• Requirements for performance bonds or insurance contracts
• Establish direction provided to the sellers on developing a WBS
• Form and format for the procurement statement of work
• Identification of pre-qualified sellers
• Metrics used to manage contracts and evaluate sellers
Procurement Statement of Work
The procurement statement of work is a document subject to legal review that is legally binding on both
parties - the seller and the buyer - the provisions of which can be a redressed in US courts of law, should
there be a contract dispute or any cardinal breach in the contract.
On large contracts, the procurement statement of work can run upwards of thousands of pages (!)
There are three fundamental procurement statements of work types which are detailed in the bullet
points below:
• _____________ – defines the level of performance required in the final product or service
without specifying how the work should be done or the product’s design characteristics e.g. this
compound hunting bow will deliver a shaft to within 1 inch target at a range of 100 yards
requiring a pull strength of no greater than 8 pounds.
• _____________– describes specific functions the product needs to perform while in operation
e.g. the vehicle will warn the driver when the speed limit has been exceeded and will allow all
four wheels to turn when parallel parking.
• _____________ – in which the vendor builds to a specific design specification e.g. the vendor
machines component parts based on blueprint specs.
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: Project Procurement Management 12-8
Contract Types and Risk Assessment
There are three basic types of contracts with variants of each type. The three types, including their
variants are listed below:
Firm Fixed Price (FFP)
Advantages for Buyer
• Greatest risk to the vendor - they are on the hook to deliver
• Implemented when the product or process is well known
• You don’t have time or resources to audit invoices
• SOW is detailed and specific, as are the product specifications
• You are buying “Just do it!”
Disadvantages for buyer
• The vendor’s profit margin is unknown to the buyer
• Can be exposed to excessive change orders if the seller's profit margins are threatened or if the
seller 'low-balled' the original contract offer
• Constitutes more effort on the buyer's part to create an explicit statement of work
Variants of the FFP include:
1. FPIF (Fixed Price Incentive Fee). Financial incentives are tied to superior performance from the
seller, i.e. additional monies can be won for delivering the project ahead of schedule or for
outstanding technical performance
2. FPEA or FP-EPA (Fixed Price with Economic Adjustment or Economic Price Adjustment). For a
contract that spans multiple years, economic adjustment can take the form of pre-defined
adjustments due to increased price for commodities over time, inflation or other changed
conditions
3. PO (Purchase Order). Usually a fixed-price contract for off-the-shelf goods or service. Built-in
price discounts can be applied depending on the volume of the purchase. These prices are
usually published in the seller’s catalog or website.
Cost Reimbursable (CR) Also called “Cost Plus”
Advantages for Buyer:
• Can be lower cost than a fixed-price vehicle
• Implemented when outcome may not be clear
• You are buying ‘expertise’ – specifications may not be known
• Procurement statement of work may be simplified
Disadvantages for Buyer:
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• Greatest risk to buyer
• The seller has little incentive to control costs
• More effort is required to audit seller invoices to keep control of costs
• Because you are purchasing expertise, the total cost may be unknown at the beginning of the
procurement
Variants of the CR contract include:
1. CPFF (Cost Plus Fixed Fee). The vendor is reimbursed for all allowable costs – the fixed fee is
usually calculated as a percentage of the original costs
2. CPIF (Cost Plus Incentive Fee). The vendor is reimbursed for all allowable costs – an incentive fee
can be applied based on the vendor’s performance on the contract. In some instances there can
be a sharing ratio; i.e. the vendor can receive additional monies for performance and the buyer
may receive a discount if the vendor’s costs are under the contracted amount
3. CPAF (Cost Plus Award Fee). The vendor is reimbursed for all allowable costs – the vendor can
receive an award fee based on subjective criteria that are broadly defined in the contract. The
actual fee is determined at the whim of the buyer.
4. CPPC (Cost Plus Percentage of Costs) Illegal for contracts with the US Government
5. Cost Contract – The seller does not receive a profit – usually set up with not-for-profit
organizations
6. Best Efforts – obligates the seller to utilize their best attempts to accomplish the goal of the
project, particularly when there is uncertainty about the ability to meet the goal
Time and Materials (T&M)
Advantages to Buyer:
• Usually set up with known costs and a ‘not to exceed’ amount
• A unit price type of contract - usually quick and simple to create
• Contract duration is generally short-term
Disadvantages to Buyer:
• Seller’s profit is built into each billable hour - thus there is no incentive to control costs
• The buyer must constantly monitor the work being done on the project
Time and materials contracts are generally used for staff augmentation projects in which resources are
contracted into the organization on a temporary basis. T&M type contracts can be useful for quick
proof-of-concept type projects, or where the purchasing organization is implementing a ‘try-before-you-
buy’ scenario.
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Quick Quiz: what type of contract would best be suited for the following scenarios?
Scenario Contract Type
You need two PL/SQL developers and a UNIX admin to
supplement your staff for three months on an ongoing
project
You need a detailed and explicit procurement statement of
work
You do not have the in-house expertise to build the needed
product and you need the job done very well
You've just priced 35 laptops at CDW - the price looks
reasonable and you're ready to purchase
Since the contract is long-term, the vendor has concerns
regarding inflationary issues or unexpected changes in the
business environment
You engaged a not-for-profit organization to perform the
work
The vendor does not guarantee the results of the project
regarding budget, timeline, or risk
Point of Total Assumption
The point of total assumption is used in certain fixed-price contracts or fixed-price incentive fee
contracts, and is used in the event that there is a cost overrun on the project. The point of total
assumption is the point at which the seller assumes all additional costs for delivering a product of the
project.
For a cost reimbursable contract, the Point of Total Assumption does not exist, since the buyer agrees to
cover all costs – unless – an incentive arrangement with similar components, called a Fixed Price
Incentive Fee (FPIF) contract, sometimes is used.
A typical example of a point of total assumption calculation appears below.
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Fixed Price Plus Incentive – PTA
Brain Dump!
The ‘total cost’ , ‘estimated cost’ or ‘target cost’ (the three terms are synonymous), represents the
contracted cost without the profit.
The ‘total profit’ is the profit on the project.
The ‘total price’ equals the total cost plus the total profit.
The 'ceiling price' is the highest price the buyer will pay for the product or service.
The 'sharing ratio' represents the buyer share of the cost overrun.
The PTA formula: PTA = (ceiling price - total price)
Buyer’s share ratio
Question: what is the point of total assumption for a contract with a total cost of $1.2 million, a
profit of $160,000, a buyer's share ratio of 70% and a ceiling price of $1.5 million?
($1,500,000 - $1,360,000)/.70 + $1,200,000 = $1,400,000)
Unit Price and Time & Materials Contracts
Here is some additional information on unit price and time & materials contracts, (T&M).
With a unit price contract vehicle, the customer pays a fixed sum for each completed unit of work. The
total payment to the contractor is based on the actual quantities multiplied by the respective quoted
unit prices. Where the unit cost is not clear to the buyer, vendors may submit bids for the work.
Therefore, the final price used to determine the lowest bid is based on the lump sum price: the quoted
unit price multiplied by the quantity needed.
PTA 2.3125M
Ceiling 2.45M
Target Cost e.g.
original total cost
w/o profit
Cost + Profit
e.g. original total
price to buyer
Total Cost (2M)
Seller Share
(20% = 137,500)
Buyer Share
(80% = 112,500)*
Total Profit (200k)
The Point of Total
Assumption (PTA) - the point
at which the seller assumes
all additional costs:
Seller assumes 100% of costs
PTA = ((Ceiling Price - Total Price) /
Buyer's Share Ratio)) + Target Cost
For example, assume:
Total Cost (Target Cost): 2,000,000
Total Profit: 200,000
Total Price: 2,200,000
Ceiling Price: 2,450,000
Share Ratio: 80% buyer–20% seller
for overruns, 50%–50% for under
runs
PTA = ((2,450,000 – 2,200,000)/
0.80) + 2,000,000 = 2,312,500
+ Target Cost
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: Project Procurement Management 12-12
The T&M contract is generally used when the scope of work is not known, or when the buyer is
attempting to acquire information about a particular product or service. For example, the buyer may
need a help desk function on certain hardware or software purchases, but may not know at what level
these purchases need to be supported. The buyer may initiate a three or six month T&M contract for the
support of these elements. After three or six months, the data collected to support these hardware and
software components will help the buyer identify needed support levels, so that they may eventually
create a fixed-price contract.
To summarize:
Unit Price:
•
Customer pays a fixed sum for each completed unit of work
•
In construction contracts, “unit price bidding is used in projects for which the quantity of
materials or the amount of labor involved in some key tasks is…uncertain.”
45
T & M:
•
A cross between fixed price and cost reimbursable contracts
•
PMI states: “T&M contracts can also resemble fixed, unit price arrangements when certain
parameters are specified in the contract”
46
e.g. an hourly charge or a per item charge
•
Usually where the scope of work is not known or for short term services
Standard Procurement Documents
There are three basic types of procurement documents associated with the contract type:
• The request for proposal (RFP) is usually used on a cost reimbursable vehicle. This is a situation
where the buyer is purchasing expertise, and is usually looking for a Functional or Performance
type, statement of work.
• The invitation for bid (IFB) or request for bid (RFB) contract is customarily associated with a
fixed-price contract vehicle. This is a situation where the buyer is purchasing a product or
service that is well understood. The statement of work is commonly, design specification based.
• The request for quote (RFQ) is primarily utilized with a time and materials vehicle and can use
any of the previously mentioned of SOW types, depending on the needs the contract.
A graphic summary appears below:
45
Project Management for Construction, Chris Hendrickson, Prentice Hall, 1989.
46
PMBOK®Guide5th edition, p. 324
Document Type Contract Vehicle SOW Type
RFP – request for
Proposal
Cost Reimbursable Functional/ Performance
IFB (Invitation for Bid)
or RFB (Request for
Bid)
Fixed Price Design
RFQ (Request for
Quote)
T&M Functional/Performance/
Design
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-13
Additional Terms
There are numerous terms and conditions, in addition to the terms we have already covered, that you
need to be familiar with for the exam:
• Agent - authorized representatives from both the buyer’s and seller’s side
• Assignment - one party can assign its contracted rights or obligations to another
• Cancellation:
o For Convenience - purchaser cancels the contract due to changing business conditions
or changing direction. The buyers pay for all work up until the point of the cancellation -
it is a 'no harm, no foul’ situation
o For Cause - this occurs when there has been a cardinal breach/material breach or
default of the contract terms by either party. This leaves either party open to legal
action by the other party and may result in liquidated damages. The party responding to
the breach must do so timely, formally and in writing. If the breach is not addressed
immediately, the aggrieved party may lose its right to take action on the breach later. A
cardinal breach is identified as so serious that it may not be possible to for the seller to
complete the terms of the contract
• Confidentiality - certain information relating to the contract must be kept confidential. Failing to
do so may result in a breach or default on the contract.
• Escrow - can be used as a contract provision if the purchaser has concerns about the viability or
survivability of the seller. For software development projects, code may be placed in escrow in
the event that the seller goes out of business and the buyer needs access to the code to
continue its operations. This can be used specifically in situations where the seller does not
want to give up its intellectual property rights for developed product.
• Force majeure - a standard disclaimer used in a contract that refers to 'Acts of God'. It describes
a situation in which neither the seller nor the purchaser, can be held accountable or responsible
for the events
• Indemnification or Liability - defines who is responsible for injury, damage, or accidents
• Intellectual Property - defines who owns any patents, designs, trademarks, copyrights, or
product that was developed during the course of the contract
• LOI – Letter of intent. The buyer states they intend to hire the seller. This is not legally binding.
• Ownership - who will own the items that were used in the development of any deliverables that
were part of the contract?
• Payments - this can include scheduled payments, late payments or fees, or withholding
payments for cause, such as an inaccurate invoice.
• Privity-The prime contractor can use sub-contractors. Since the sub is contracted to the Prime
and not to the buyer, the buyer has no contractual control over the sub.
• Retainage - specific payment amounts withheld from each payment to ensure delivery of the
final product - usually in the 5-10% range.
• Risk of Loss - divides the risk of loss between the parties, should goods or services become lost
or destroyed during contract execution.
• Termination - stopping work before it is complete
• Time is of the essence - this means that delivery dates are contractually binding, and that the
procurement activity is fundamentally time constrained. In this case, delay can be considered a
cardinal breach of contract.
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• Waivers - these are contract statements specifying that rights under the contract may not be
waived unless agreed to by both parties. As the project manager, make sure that you do not
intentionally or unintentionally give up a right in the contract.
• Work made for hire - identifies all contracted work as owned by the purchaser
Non-Competitive Forms of Procurement
It is important to understand certain types of noncompetitive forms of procurement for the exam. There
are reasons why this may occur; for example, a seller may be best in class, or may even be the only
provider of a specific product or service.
A sole source provider is the only provider for the product or service available. One example of a sole-
source provider is the musical licensing agency Harry Fox. Any recording artist wishing to record
previously released material can only license this material through the Harry Fox agency, and Harry Fox
provides this service for the entire music industry in the United States.
A single source provider is a preferred vendor, usually one that does an exemplary job and provides a
high level of service for the particular product or service. The Toyota Corporation typically engages
single source providers - vendors with whom they seek to form a long-term relationship - that deliver
high quality, low prices, and very short turnaround times.
Source/Vendor Evaluation Criteria
Key vendor evaluation criteria include, but are not limited to, the following:
• Risk - what is the risk contained in the statement of work and how will the seller mitigate risk?
• Understanding of Need - does the seller’s proposal address the procurement statement of work
effectively?
• Life-Cycle Cost - this addresses the ‘total cost of ownership’ aspects of the project. What is the
overall cost of the project, based on the purchase price plus all operations and maintenance
costs?
• Technical Capability - does the seller have the technical skills to deliver the product of the
project?
• Management Approach - does the seller’s management approach make sense to the buyer? Do
the organization's culture and process assets contribute to the delivery of a successful project?
• Technical Approach - will the seller’s proposed methods, procedures, techniques, solutions, and
services meet the requirements of the procurement?
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: Project Procurement Management 12-15
Conduct Procurements
This is the process of identifying qualified sellers that can actually perform the work, delivering the
appropriate procurement documents to the sellers, and soliciting a response from the sellers so the
selection of a seller can be completed.
In many instances, buyers will create an approved vendors list; vendors that they have identified as
producing quality work with whom they have formed ongoing relationships. In many instances, a Master
Services Agreement is set up that addresses the administrative details of performing projects, so that
vendors on this approved vendor list can focus on the work at hand.
For situations in which there is not an approved vendor that can supply the skill set, or provide the
product in question, the buyer may advertise in trade publications or newspapers in an attempt to
identify a potential seller.
The Conduct Procurements process usually involves a formal weighting and/or evaluation process to
assess the elements of the buyer’s request against seller capabilities and responses. This way all
potential seller responses can be ranked and evaluated by criteria in prioritized sequence. The ultimate
purpose of this activity is to select a seller.
Bidder Conferences
This is a key tool and technique in conducting procurements. A bidder’s conference invites all bidders to
a Q&A session in which bidders can ask clarifying questions regarding the buyer’s RFP. This is done to
ensure that all bidders have a clear understanding of the business and technical requirements of the
project. It also ensures that all bidder questions are funneled through the buyer’s single point of
contact, so that it will be clear that no bidder is receiving preferential treatment. Not asking questions
through the buyer's single point of contact is usually grounds for disqualification from responding to the
buyer’s RFP.
Inputs Outputs
Tools and
Techniques
Procurement Management
Plan
Procurement Documents
Source selection criteria
Seller proposals
Project documents
Make or buy decision
Procurement SOW
Organizational process
assets
Bidder conferences
Proposal evaluation
techniques
Independent
estimates
Expert judgment
Advertising
Internet search
Procurement
negotiations
Selected sellers
Agreements
Resource calendars
Change requests
Project management plan
updates
Project document updates
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The bidder conference process allows the other bidders to hear questions from all other bidders and the
buyer’s response to each of those questions. Because some sellers feel that asking questions in front of
potential competitors may reveal their technical approach to a problem, bidders are usually very careful
to ask questions in a manner that does not reveal their technical approach to the RFP.
Qualified Sellers Lists
Maintaining a list of qualified sellers, or approved vendors, has distinct benefits for the buyer:
• Familiarity with the seller’s management structure
• Understanding of the seller’s technical capabilities
• Clear understanding of methods, procedures and standards utilized by the seller
• Quality of deliverables is well known and understood
• May serve as a yardstick by which to measure other potential vendors
• Set up of a ‘master services agreement’ establishes an administrative foundation for managing
procurement activities with specified vendors. Once set up, the basic ‘rules of engagement’ for
all procurements with the vendor are already defined.
Review Seller Proposals
There are a number of tools that are used to evaluate seller proposals. Outside of the look and feel of
the proposal, quantitative methods are used to calculate specific metrics that measure the seller's ability
to satisfy the proposal criteria. Some of these tools include:
• Weighting Systems - essentially a grid listing all the proposal criteria and assigning a numeric
weight each of the criteria. Each seller is then scored on a scale of 1-10 against each of the
proposal criteria. The criteria, multiplied times the seller score, equals the seller's total score for
that criterion. Total scores for all the criteria are added up for each seller, and highest score
wins.
• Independent Estimates - the buyer hires an external auditor to evaluate seller estimates.
• Screening Systems - usually a prequalification tool that is used to screen out nonqualified
vendors. This can include a list of 'showstopper' criteria the seller must achieve to be
considered for the contract.
• Sellers Ratings Systems - a repository of past performance evaluations of the seller. This can
give the buyer an idea of how the seller may perform on the current proposal, if accepted.
• Expert Judgment–the seller’s proposal may be evaluated by multidisciplinary teams, such as a
cost review team, a technology review team, and a legal review team.
Contract Negotiations and Tactics
When engaged in negotiations with a vendor, there are a number of negotiation tactics that can be
employed. You may see reference to any one of these tactics on the exam. Become familiar with the
terms and their meanings.
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• Fait Accompli - Standard contract terms that are nonnegotiable. (In reality, anything in the
contract is negotiable although your adversary will never admit it).
• Deadline–A set deadline by which the other person has to decide or act. Make it clear that this
is the time by which they must do what you want them to do. As the deadline approaches,
increase the emotional pressure, talking more about what will happen if the deadline is missed.
This may include threatening actions or vague and disturbing hints.
• Good guy /bad guy - One person acts in an aggressive and pushy way, making unreasonable
demands and requiring compliance. The other person then acts in a kind and friendly way,
asking nicely -- and getting compliance.
• Missing man - The person who can actually make the decision is missing from the negotiation.
The negotiator can then negotiate for a lower price or more favorable terms which they claim
they can agree to.
• Limited authority - Refusing to give in on items because you have not been given authority to
do what is being requested.
• Fair and reasonable - You can engage the other person by asking them 'what is fair'. You can
also bring something into the negotiation that is, by definition, fair. You can also reject criteria
from the adversary on the grounds that it is not fair.
• Unreasonable - Stating that the other side is making unreasonable demands of you in the
negotiation.
• Delay - Stretching out the negotiation, especially at critical moments.
• Attack - A direct attack on your integrity, trustworthiness, competence, or other such bullying
bombast designed to force compliance out of you.
Agreements
An agreement can be referred to as an understanding, contract, subcontract, or a purchase order.
Regardless of what it is called, the agreement or contract is a legally binding document subject to
remediation in courts of law. Typically, the components of the agreement document will include but are
not limited to the following:
statement of work (deliverables) schedule baseline
performance reporting period of performance
roles and responsibilities sellers place of performance
pricing payment terms
place of delivery inspection and acceptance criteria
warranty product support
imitation of liability Fees and retainers
penalties Incentives
insurance and performance bonds subordinate subcontractor approvals
change request handling termination clauses and alternative
dispute resolution mechanisms
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Control Procurements
This process focuses on managing and monitoring the contract, the relationship with the seller, and
making changes and/or corrections as necessary. One very important part of the Control Procurements
process is the execution of performance reviews, as well as inspections and audits of delivered product.
The project management team must be sensitive to legal implications when administering any aspect of
the procurement process.
One of the key tools in the Control Procurements process deals with potential disagreements between
the buyer and the seller. There may be changes or disputes that need to be addressed in a claims
administration process. Claims are documented and monitored throughout the contract life cycle and
are executed in accordance with the specifics of the contract. If the parties cannot resolve a claim, it
may have to be handled in accordance with an alternative dispute resolution (ADR), facilitated by a third
party.
Contract Administration
On the exam some very tricky questions can be asked about contract administration. Make sure you
understand the PM’s role for managing each type of contract, and the pitfalls of managing each type:
Fixed Price
• Look out for excessive change orders - it may be an indication that the seller’s profit is being
impacted.
• Audit the sellers work to ensure that scope and quality are not being impacted. The seller may
try to cut corners in order to bring in the contract at a fixed price without impacting their profit
margin. Bait and switch is a typical tactic here; for example, on a construction project the seller
might swap out a stainless steel electrical conduit for PVC without making the buyer aware of it.
• Review the statement of work to ensure that the scope is clearly understood by both parties.
Inputs Outputs
Tools and
Techniques
Project management plan
Procurement documents
Agreements
Approved change requests
Work performance reports
Work performance data
Contract change control
system
Procurement
performance reviews
Inspections and audits
Performance reporting
Payment systems
Claims administration
Records management
system
Work performance
information
Change requests
updates
Project management plan
updates
Project documents updates
Organizational process assets
updates
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: Project Procurement Management 12-19
Cost Reimbursable
• All invoices need to be audited - ensure that the work is being performed corresponds to the
resources performing the work.
• Look out for additional charges that were not part of the original plan.
• If specific resources with specific skill sets have been contracted, ensure they are not replaced
with lower cost, less experienced resources for the same price.
• Ensure that all charges are specifically applicable to your project.
• Ensure deliverables meet their expected milestone dates. Tie payments in the contract to
delivered milestones.
Time and Materials
• Ensure that hours are not padded.
• Keep the project to a fixed length.
• Require that deliverables are defined and met by specific milestone dates.
Contract Change Control System
“A contract change control system defines the process by which procurements can be
modified.”
47
Change control in a contract is essentially handled in a similar fashion to how it is handled
for your project, but there are significant differences. Change control in a procurement environment is
more complicated than it is on your project for the following reasons:
• Both the buyer and the seller have different reasons for why they want to or do not want to
implement a change. There may be conflict in this area: the seller may submit a change that the
buyer sees no reason to implement.
• The buyer usually has less visibility into the seller's internal processes and, therefore, the reason
for changes may not be as evident to the buyer.
• Organizational cultures may get in the way and increase complexity between the buyer and the
seller when attempting to implement changes.
• If changes are necessary, it must be clearly spelled out in the contract who in your organization
has the authority to approve them; it is generally not the project manager.
Change steps:
• Analyze impact of change.
• Follow change procedures specified in contract.
• Any changes to a contract must be formally made.
Know who has authority to make changes to the contract.
47
PMBOK® Guide, 5th edition, p. 338
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-20
Contract Monitoring
Understand that when you monitor the contract in the administer procurement process, you are using
some of the following project processes:
• Direct and Manage Project Work to authorize the seller’s work
• Report Performance so that you can monitor the cost, schedule, and scope of the contract as
well as the sellers technical performance
• Control Quality to validate the quality of the seller's deliverables. This requires inspections and
audits of the sellers processes
• Perform Integrated Change Control to ensure that changes are approved by those authorized to
make such approvals, and that the appropriate stakeholders are notified of such changes. This
requires the use of a formal change control system
• Monitor and Control Risks - so that risks can be mitigated or eliminated
A records management system is also needed so that the project manager can manage the contract and
procurement documentation. This record management system is considered part of the project
management information system (PMIS), which is considered an Enterprise Environmental Factor.
Ensure payments to the vendor are made according to contracted Terms and Conditions.
The PM is also responsible for ensuring that procurement documentation is updated as a result of
monitoring activities.
Buyer-conducted performance reviews:
• Identify performance success and failures
• Identify progress against the contract SOW
• Quantify seller’s ability (or not) to perform work
Inspections and audits:
• Identify weaknesses in seller’s processes or deliverables
Performance reporting:
• Determine how effectively seller is performing to the contract
Claims administration:
• Settle disputes regarding compensation for changes
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-21
Close Procurements
Closing the procurement activity means the work on the contract has been completed, final audits and
verification of deliverables have been accepted, that all claims are finalized and closed and all
outstanding bills, including retainage, have been paid.
Procurements can be closed one of two ways:
• Completion of the contract
• Termination of the contract
Understand that: procurements are always closed prior to administrative closure of the project or
project phase.
On a large project, there can be multiple closures of procurement activities. Whatever phase of your
project that you are in, the procurement activity that ends within that phase is closed before
administrative closure of the phase.
Closure Activities
Closing a procurement in a project includes all of the following:
• Final settlement of all claims and invoices
• Procurement audit
• Final contract performance reporting
• Product verification
• Procurement contract file and updates
• Lessons learned
Inputs Outputs
Tools and
Techniques
Project management plan
Procurement
documentation
Procurement audits
Procurement
Negotiations
Records management
system
Closed procurements
Organizational process
assets updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-22
Project Procurement Management: Key Process Interactions
The key inputs from the other Knowledge Areas to Project Procurement Management processes are
shown below. Know these process interactions for the exam.
In Summary…
For procurement management, the covered elements included:
• The types of contracts and the risks associated with each
• When each type of procurement document is used
• The difference between single source and sole source
• Bidder conferences
• Good guy/bad guy, deadline, missing man, limited authority, delay, unreasonable, attacks, and
other negotiation tactics
• How change control is different in a contracted environment
• Contract closure activities and when they are done
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-23
Procurement Process Check
Match the process to its description:
___Plan procurement management A. The process of completing each project
procurement
___Conduct procurements B. The process of managing procurement
relationships, monitoring contract performance,
and making changes and corrections as
appropriate
___Control procurements C. The process of documenting project
procurement decisions, specifying the approach,
and identifying potential sellers
___Close procurements D. The process of obtaining seller responses,
selecting the seller, and awarding a contract
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-24
Chapter Twelve Memory Check
1. Several disadvantages of __________contracting is that the procurement lead may be working
on multiple projects, so it may be difficult for the PM to obtain help
2. The five elements of a contract are ____, _______, ______, _________, and _______ ________
3. One of the key tools in the Plan Procurements process that analyzes whether to do the work in
house versus having a third party provide the product or service is called a ____-__-___ analysis
4. Some advantages of ____________ contracting are that the PM has easier access to
procurement expertise and that the procurement manager has more loyalty to the project
5. The three fundamental procurement statements of work types are; __________, _________,
and _________
6. Two forms of non-competitive procurement are called ___________, and ______________
7. A non-legally binding document in which the buyer states they intend to hire the seller is called
a ________________
8. Another term for a teaming agreement is called a _________________
9. The three basic forms of contract are _____ _____, _______________, and _______________
10. The concept of _______________ addresses the total cost of ownership of a product or service
11. The key outputs of the Conduct Procurements process is the _______________________and
_________________
12. The prime contractor can use sub-contractors. Since the sub is contracted to the prime and not
to the buyer, the buyer has no contractual control over the sub. This is called ________
13. The ______________________ occurs on fixed price incentive fee contracts in which the seller
assumes all additional costs for delivering a product of the project
14. The RFP is best used for a _________________contract, while the IFB or RFB is best used for a
_________________contract
15. The key output of the Plan Procurements process is the ___________________ _____
16. A _________________invites all bidders to a Q&A session in which bidders can ask clarifying
questions regarding the buyers RFP
17. A _________________establishes minimum criteria to eliminate non-qualified vendors
18. Fait Accompli, deadline, missing man and limited authority are all examples of
_________________ tactics
19. A _________________is usually implemented as a grid that lists all the proposal criteria, and
assigns a numeric weight to each of the criteria
20. __________ closure always occurs before _____________ closure when completing a project or
project phase
21. Force majeure, assignment, escrow, time is of the essence, retainage and confidentiality are all
contract elements generally grouped in a category called _____________________
22. A key output of the Control Procurements process is _________________
23. A contract_____________system defines the process by which procurements can be modified
24. Technical Capability, management approach and technical approach are some of the elements
that are assessed in _________________criteria
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-25
Chapter 12 Test
1. The contract does not specify how overcharges from the vendor should be handled on a Cost
Reimbursable contract. The buyer receives an invoice from the vendor that has questionable charges. The
buyer should:
a. Pay the invoice
b. Initiate a claim against the vendor via the claims administration process
c. Consult the legal team for remediation options
d. Cancel the contract for convenience
2. You have engaged a sole source vendor to procure a critical product for your organization that is needed
for your own product line. The vendor submits a contract which is reviewed by your legal team. While
most of the provisions are agreeable, there are several questionable provisions that are clearly illegal and
unenforceable in the state where the contract will be signed. The vendor has informed you that they will
not provide the product or sign the contract without those questionable provisions included. The
procurement of this product is critical to the survivability of your business, and time is of the essence. The
vendor thinks they have your organization ‘over a barrel’. Aside from the questionable provisions in the
contract, everything else in the contract is acceptable. As the buyer, your best option moving forward is
to:
a. Initiate a legal action against the vendor for attempting to break the law
b. Point out that the questionable provisions are unenforceable in the state, and offer to sign the
contract immediately if the provisions are removed or modified to be legal
c. Find a competing vendor that will provide an equivalent product
d. Sign the contract – you’ve got them over the barrel if the questionable provisions are legally
unenforceable
3. Which of the following are not advantages in a centralized contracting environment?
a. Access to contracting expertise
b. Procurement manager has more loyalty to the project
c. Standardized practices
d. Defined career path
4. All of the following are required contract elements except:
a. Consideration
b. An offer
c. Capacity
d. Alternatives
5. Which of the following occurs in the Conduct Procurement process?
a. Contract change control
b. Make-or-buy decisions
c. Bidder conferences
d. Source selection criteria
6. Your organization needs some specialized equipment for the next project. The project is anticipated to
last one year. Salvage rate on the equipment is 25 cents on the dollar. When the project is done, you will
have no use for the equipment. When performing a rent-or-buy analysis for this piece of equipment, the
following facts are established: the equipment price is $28,000. The rental price is $3000/month for the
first four months followed by $2000/month thereafter. What is your best option?
a. Either option is viable – for one year, the rental price equals the purchase price
b. If the project ends early, it will be less expensive to rent
c. If the project is late, it will less expensive to buy
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-26
d. Unless the project is guaranteed to end 4 months early, buy the equipment
7. The contract specifies that payments are to be made when deliverables are received by the buyer. All of
the following regarding the procurement statement of work (SOW) are true except:
a. Changes must be documented as formal written elements
b. Non-delivery of any component of the procurement SOW is subject to legal remediation
c. The SOW can be developed by both the buyer and the seller
d. Payments can be withheld in the event that the customer is not satisfied with the deliverable
8. Withholding a portion of a vendor’s payment in order to guarantee delivery of the final product is called:
a. Withholding
b. Retainage
c. Escrow
d. Assignment
9. You are managing a contract in which you will not have much time to audit invoices. What is the best
form of contract to choose under these conditions?
a. Time and Materials (T&M)
b. Fixed Price
c. Cost Plus Incentive Fee (CPIF)
d. Best Efforts
10. You are negotiating specific contract terms with a purchaser of your organization’s flagship product. As
the negotiations progress, a number of terms have already been hammered out, and the negotiation
session looks to be proceeding well. Your final price comes to $1.25 million for the product and associated
services. The customer’s negotiator then says the following; “I am only allowed to spend up to $1 million
on this product. If you're willing to offer it at that price, we can move forward, otherwise we will have to
reconvene this session in two weeks“. The negotiation tactic being employed at this point is described as:
a. Missing Man
b. Delay
c. Limited authority
d. Deadline
11. When do contract negotiations occur on a project?
a. Control Procurements
b. Plan Procurements
c. Conduct Procurements
d. SOW evaluation
12. The buyer has established a CPFF vehicle for the current procurement activity. What is the buyer most
concerned about?
a. Risk
b. Cost
c. Specifications
d. Vendor expertise
13. What is the seller’s biggest benefit for arranging a T&M contract with a potential buyer?
a. The seller’s profit is unknown to the buyer
b. Profit is built into every hour of work
c. Project scope is usually small and easy to manage
d. The TM vehicle can usually become a cost reimbursable contract
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-27
14. You have set up a cost reimbursable contract with your vendor on your organization’s newest project.
The most appropriate procurement document for a cost plus contract is:
a. IFB
b. RFQ
c. RFB
d. RFP
15. Your company makes a product that a potential buyer is very interested in. After several discussions, the
potential buyer issues a letter of intent to purchase the product within the next two months. Your
company president takes this letter of intent (LOI) to the local commercial bank in the hopes of obtaining
a short-term loan to purchase the necessary equipment to deliver on this potentially lucrative contract.
The bank turns him down flat, even though the seller’s finances are in good order. Why do you think this
is the case?
a. Issues with the buyer’s reputation
b. The LOI is not a legal document
c. The LOI does not contain enough money to cover the loan
d. The seller has not reached the minimum funding limits for loans of this type
16. What is not a tool and technique of Control Procurements?
a. Negotiated settlements
b. Payment systems
c. Performance Reporting
d. Claims administration
17. The RFP is:
a. A tool and technique of the Conduct Procurements process
b. An output of the Plan Procurements process
c. An input to Control Procurements process
d. A tool and technique of the Plan Procurements process
18. Contract terms and conditions:
a. Cannot be modified
b. Formalizes degree of risk assumed between the buyer and seller
c. Identifies the type of contract being used for the engagement and specifies the reasons for its
use
d. Are outlined in the buyers RFP
19. The project manager can perform all the following functions in a procurement except:
a. Be the lead negotiator in a procurement
b. Have authority to authorize changes to the procurement
c. Help to clarify and finalize the contract terms and conditions
d. Take a lead role in auditing the seller’s work product
20. The structured review of the procurement process from Plan Procurements through Control
Procurements is known as a:
a. Structure procurement review
b. Records review
c. Procurement audit
d. Procurement verification and validation
21. The PM has been authorized by the contract administrator in your organization to handle specific, low
impact changes in the contract should the need arise. The vendor on this particular procurement has
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-28
indicated a need for a major change in the current specification. You discuss the change with the vendor,
verbally agree to it, and implement the change via the standard internal change control process. At an
invoice audit several months later, the purchasing organization refuses to pay for the work that was
entered in the change system. What has the project manager forgotten to do in this instance?
a. Consult the technical team prior to implementing the change
b. Implement a formal written change to the contract
c. Verify that the change was within the project manager’s responsibility from the contract
administrator
d. Update the configuration documents on the project
22. What costs are the most important costs that need to be considered when making a purchase decision for
a product or service?
a. All development costs
b. The purchase price
c. The life-cycle costs
d. The purchase price + failure costs
23. You are thinking of purchasing a software product from a relatively young organization - they have been
in business less than two years. This is a cutting edge financial product that would put you at least 18
months ahead of all competitors in your market space. However, your concern is that if you purchase
software from them, there is a possibility that they may go out of business and you would lose the
investment in the software. You ask the company to outright purchase the software code, but the
company has rejected this as an option. What is your best option moving forward if the company‘s
survivability is an issue?
a. Contract it as a work made for hire
b. Set up a code escrow arrangement
c. Offer to buy the company
d. Look for viable alternatives
24. The vendor is primarily concerned with which of the following on a fixed-price contract vehicle?
a. Capacity
b. Price
c. Audits
d. Risk
25. All of the following are usually true when dealing with a single source supplier with the possible exception
of:
a. You are getting the best price
b. You have a well established relationship with the seller
c. You are getting exactly what you need from the seller
d. The procurement process is simplified
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Procurement Management 12-29
Chapter 12 Test – Answers
1. A – Read this question carefully. It does not state that there was an overcharge, only that some of the
charges were ‘questionable’. In the absence of specific contract language about overcharges, the invoice
must be paid
2. B – This is a somewhat tricky question and it must be read carefully. Answer A does not help you if time is
of the essence - litigations and additional negotiations can take quite a long time. Answer C may or may
not be possible and will also take considerable additional time. Answer D would probably work, legally,
but may not support the idea of ‘protecting the relationship with the seller’. However, it might become
your ‘fallback’ option if B does not work. The best option, Answer B, is to point out the legal problems
with the contract and appeal to the vendor’s reason. Point out that if it comes down to legal wrangling or
a court case, the illegality of the specific contract provisions will be exposed and deemed unenforceable in
a court of law. (Most contracts will contain a phrase that states that if any provision of the contract is
deemed unenforceable in a court of law, the remaining provisions are still in force.)
3. B – The Procurement manager is not loyal to your specific project but may be administering many
procurements
4. D – Alternatives are not a required contract element
5. C – The bidder conference is a tool and technique of Conduct Procurements. PMBOK® Guide, 5th edition,
p.331
6. D – Did you forget the salvage costs of the equipment? That brings the cost of the purchase down to
$21,000. Four months @ $3K = $12,000. Eight months @ $2K = 16,000. Total = $28,000, minus salvage of
25 cents on the dollar or $7,000 to sell the equipment. $28,000 - $7,000 = $21,000. If the project goes 8
months your rental costs are $20,000 – in this case it is cheaper to rent. At nine months, the rental costs
are $22,000 – in this case it is cheaper to buy the equipment
7. D – The contract terms do not specify customer satisfaction as a contract term
8. B – This is known as retainage
9. B – This is one of the buyer advantages in a firm fixed-price contract
10. C – This is an example of the limited authority ploy
11. C – Procurement negotiations occur in the Conduct Procurements process. PMBOK® Guide
,
5th edition, p.
332
12. A – For a cost plus contract vehicle, the biggest concern is Risk from the buyer’s perspective
13. B – the vendor’s profit is built into every hour of work delivered
14. D – For a CR or cost plus contract, the most appropriate procurement document is the RFP
15. B – The letter of intent is not a legal document and does not obligate the buyer to follow through
16. A – Negotiated Settlements. PMBOK® Guide
,
5th edition, p. 356
17. B – It is one of the Procurement Documents which is an output of the Plan Procurements process.
PMBOK® Guide, 5th edition, p. 368
18. B – Formalizes the degree of risk between the buyer and the seller. 'A' is incorrect, 'C' is established in the
procurement management plan and 'D' is also incorrect. PMBOK® Guide, 5th edition, p. 377
19. A – The PM cannot be the lead negotiator in procurements. PMBOK® Guide, 5th edition, p. 377
20. C – This is the definition of a procurement audit. PMBOK® Guide, 5th edition, p. 388
21. B–The contract is the final arbiter of what gets paid, not your internal change control system. Only a
formal written change to the contract, specifying who has the authority to make the change, is legally
binding.
22. C – Life-cycle costs are the inclusive costs that include purchase price, maintenance and support and
warranty costs. This is your ultimate cost for the product or service
23. B – A code escrow arrangement will protect the seller and the buyer. If the seller goes out of business, the
buyer will have access to the code for continuing support of the product. Otherwise the code stays in
escrow
24. D – The biggest issue for the vendor on an FP contract is risk
25. A – The probability is that you may not get the best/lowest price
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-1
Chapter 13 : Project
Stakeholder Management
Section Topics:
Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Engagement
Section Objectives:
Perform a stakeholder analysis
Create a stakeholder register and a stakeholder engagement matrix
Develop a stakeholder management plan
Implement stakeholder communication methods
Manage and control the stakeholder engagement
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-2
Project Stakeholder Management Process Summary
The high level Project Stakeholder Management output elements, by Process Group are:
Initiating Planning Executing Monitoring and
Controlling
Closing
-Stakeholder
register
-Stakeholder
management plan
-Issue log
-CR’s
-Work
performance info
-CR's
Project Stakeholder Management
Project stakeholder management focuses on the processes required to identify the people, groups, or
organizations that can either impact or be impacted by the project. Some of these processes include the
following:
• Analyzing stakeholder expectations and their impact on the project
• Developing appropriate management strategies for engaging stakeholders
• Implementing continuous communications with stakeholders to understand needs and
expectations
• Fostering stakeholder engagement in the project for decisions and activities
• Focusing on stakeholder satisfaction as a key project objective
Identify
Stakeholders
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Initiating Planning Executing
Monitoring
&
Controlling
Closing
Control
Stakeholder
Engagement
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-3
Identify Stakeholders
Identify Stakeholders is the process of identifying all individuals or organizations that can be positively or
negatively impacted by the project, and documenting their influence, impact, interest, and involvement
on project success.
This is a key area in the project management process, as many projects fail due to a lack of complete
stakeholder identification.
Most projects will have a large number of stakeholders, and it is a project manager's job to identify
stakeholders and understand the impact of the project on their specific business areas. In this respect,
the project manager's job amounts to a relationship management function.
The key output of this process is to create a stakeholder register which identifies in great detail,
everything about the stakeholders on the project.
Stakeholder Analysis
Identify all stakeholders
Identify potential impact or support stakeholder may have
on/for the project
Assess stakeholder ‘hot buttons’ for potential project
impacts and identify mitigation strategies
Since identifying stakeholders occurs in the initiating process
group, understand that you are identifying stakeholders while
you are also developing the project charter.
For the exam, stakeholder analysis fundamentally involves three steps:
Inputs Outputs
Tools and
Techniques
Project charter
Procurement documents
Enterprise environmental
factors
Organizational Process
Assets
Stakeholder analysis
Expert judgment
Meetings
Stakeholder register
Stake-
holder
Business
Team
UsersCustomer
?
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-4
1. Identify all potential stakeholders and document all relevant information, such as influence
level, project interest level, specific skill set and business knowledge, their role on the project,
their operational department and their decision-making authority.
2. Identify the impact level the stakeholder has on your project, either positive or negative, and
define useful strategies to deal with issues or concerns. Power grids are an effective graphical
tool to identify stakeholder influence (see next page).
3. Assess how key stakeholders may respond to specific situations (i.e. determine stakeholder 'hot
buttons'), and develop approaches to influence or enhance their support of the project.
EXAM TIP: Know the three "I's" of Stakeholders: Interest, Importance and Influence
For Example, this can all be represented in a Stakeholder Analysis Matrix:
Stakeholder Stakeholder Interest Impact Assessment Support Strategy
Power/Interest Grid
Multiple models are used to classify stakeholder Power/interest/influence:
• Power/interest: Grouping stakeholders based on authority (Power) and interest
• Power/Influence: Grouping stakeholders based on authority and influence (Involvement)
• Influence/Impact: Grouping stakeholders based on influence and project impact (ability to effect
change)
• Salience Model: Grouping based on power to influence, urgency (immediate need for attention)
and legitimacy (appropriate involvement)
A Power/Interest grid is a useful graphical tool to identify stakeholder influence on a project. A variant
called a power/influence gridappears below:
Keep Satisfied Manage Closely
Monitor Keep Informed
Influence
Power
High
Low
Low
High
A
B
C
D
E
G
F
H
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-5
This grid identifies two vectors: power and influence. In this case, Power means that the stakeholder
can stop your project ‘dead in the water’ if dissatisfied with the results. Influence, in this case, means
that the stakeholder can influence the direction of your project and influence change on the project as
well. When Power and Influence are both low, the project manager needs to monitor the situation
regularly. When dealing with a stakeholder whose power and influence are both high, the project
manager should maintain constant communication with that stakeholder to ensure the project is
proceeding to the stakeholder’s satisfaction, and that issues are addressed in immediately.
Stakeholder Register
An example of a stakeholder register, shown above, includes all information about the stakeholder,
including their power, impact, and influence level on the project. The register can also include
information about whether they generally support the Project, are neutral about the project, or have
issues with the project that need to be addressed. A brief example is shown above, for display purposes
only. The list of elements in the register can include, but are not limited to, the following elements:
• Name
• Formal Position
• Location
• Role on Project
• Contact Information
• Preferred communication method
• Key Project Requirements
• Project Expectations
• Stakeholder Classification
• Stakeholder Influence
• Stakeholder Impact
• Senior Management Direct Report
• Significant Issues or Constraints
• Additional Information
Name Position Location
Role on
Project
Contact
Data
Key
Requirements
Major
Expectatiions
Classification:
I - Internal
E - External
Impact:
S - Supporter
N - Neutral
R - Resistant
Impact/
Influence
Level
1-10 Comments
Joe Director
Los
Angeles
Software
Development
Lead
813-555-
1234
Resources
must be
dedicated
Collaboration
and adequate
testing I S 7-May
Project: Start Date:
Stakeholder Register
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-6
Plan Stakeholder Management
Plan stakeholder management involves developing appropriate management strategies to engage
stakeholders throughout the project lifecycle. To do so effectively the project manager has to perform
analysis of stakeholder needs, interests, and potential impact on the project's success. Planning
stakeholder management addresses stakeholders who might view the project as a positive or as a
significant negative.
Analytical Techniques
A key analysis technique is to compare the current engagement level of all stakeholders to the desired
level of engagement required for a successful project completion. The engagement level of stakeholders
are usually classified as follows:
• Unaware: unaware of the project or its potential impacts
• Resistant: aware of the project impacts and resistance to change
• Neutral: aware of the project and neither supports nor resists the project objectives
• Supportive: aware of the project and supportive of change
• Leading: aware of the project and actively engaged in ensuring project success
A key tool used to perform this analysis is known as the Stakeholder Engagement Assessment Matrix, an
example of which is shown below:
'C' indicates the current level of support.
'D' indicates the desired level of support.
Inputs Outputs
Tools and
Techniques
Project management plan
Stakeholder register
Enterprise environmental
factors
Organizational Process
Assets
Expert judgment
Meetings
Analytical techniques
Stakeholder
management plan
Project documents
updates
Stakeholder Unaware Resistant Neutral Supportive Leading
Bob C D
Carol C D
Ted C D
Alice C,D
Joe C D
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-7
The project manager's objective is to move stakeholders from the 'C' state to the 'D' state.
Stakeholder Management Plan
What if you're dealing with stakeholders who view your project as a significant negative, causing them
to do extra work, or at worst, impact the livelihood of the people in their department? If you don't have
a strategy for dealing with stakeholders who may be less than enthusiastic about the project, your
project may experience significant roadblocks or outright resistance from stakeholders.
Therefore it is critical to find out which stakeholders may be negatively impacted by your project from
the beginning and identify strategies for removing obstacles for stakeholders and gaining their support.
The stakeholder management plan will typically contain the following elements:
• Current and desired engagement levels of stakeholders
• Scope and impact of change to stakeholders
• Interrelationships and overlaps between stakeholders
• Stakeholder communication requirements for the current phase of the project
• Format, content, level of detail, and language of information to be distributed to stakeholders
• Timeframe and frequency of distribution of information to stakeholders
• Method for refining and updating the stakeholder management plan
Manage Stakeholder Engagement
The manage stakeholder engagement process enables the project manager to increase support for the
project while minimizing resistance from stakeholders. Thus, the project manager is able to increase the
chances of achieving a successful project.
Inputs Outputs
Tools and
Techniques
Stakeholder management
plan
Communications
management plan
Change log
Organizational Process
Assets
Communications
methods
Interpersonal skills
Management skills
Issue log
Change req0uests
Project management plan
updates
Project documents
updates
Organizational process
assets updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-8
Interpersonal and Management Skills
From the point of view of the project manager, one of the critical aspects that will drive the success of
the project manager on any project is the project manager's interpersonal skills and management skills.
Aligning stakeholders to the goal of the project, and getting them on your side, is a key element in
making any project successful. In order to do this, the following management and interpersonal skills
are used throughout the project:
• Interpersonal skills
o Build trust with your stakeholders and project team members
o Resolve conflict for the positive outcome of the project
o Use active listening techniques to capture needed information
o Help stakeholder overcome their fears of and resistance to change
• Management Skills
o Strong presentation and public speaking skills are key to communicating the goals and
needs of the project
o Negotiating skills, especially for needed resources, are a major asset
o The ability to communicate clearly and effectively via the written word is a key skill for
all project managers
Issue Logs
The issue log or action item log is a key tool used by the project manager to identify issues, define the
impact, priority and urgency of the issues, assign ownership of those issues, and established due dates
for resolution. It is the project manager's responsibility to create and track issues on the project with the
goal of bringing them to a successful resolution, or escalating them to senior management if the issues
fall outside the project manager’s area of authority.
Project #
Sponsor
Updated
I
D Issue Description
Project
Impact
Action
Plan/Resolution Owner
Importan
Date
Entered
Date to
Review
Date
Resolved
1
2
3
Project artifacts
Issues Log
Project
Project manager
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-9
Control Stakeholder Engagement
Controlling the stakeholder engagement involves the processes of monitoring overall stakeholder
relationships and adjusting strategies and plans for engaging stakeholders in the project. Performed
correctly, the process will maintain or increase the efficiency and effectiveness of stakeholder
engagement activities as the project evolves.
Inputs Outputs
Tools and
Techniques
Project management plan
Issue log
Work performance data
Project documents
Information
management systems
Expert judgment
Meetings
Work Performance
information
Change req0uests
Project management plan
updates
Project documents
updates
Organizational process
assets updates
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-10
Project Stakeholder Management: Key Process Interactions
In Summary...
• The creation and maintenance of a stakeholder register
• Stakeholder management plan
• Stakeholder management strategy
• Power/influence/impact grids
• Stakeholder engagement matrix
• Managing the stakeholder engagement
• Controlling the stakeholder engagement
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-11
Stakeholder Process Check
Match the process to its description:
___Identify stakeholders A. The process of developing appropriate management
strategies to effectively engage stakeholders
throughout the project lifecycle, based on the
analysis of their needs, interests, and potential
impact on project success
___Plan stakeholder management B. The process of monitoring overall project stakeholder
relationships and adjusting strategies and plans for
engaging stakeholders
___Manage stakeholder engagement C. The process of identifying the people, groups, or
organizations that could impact or be impacted by a
decision, activity, or outcome of the project
___Control stakeholder engagement D. The process of communicating and working with
stakeholders to meet their needs or expectations,
address issues as they occur, and foster appropriate
stakeholder engagement in project activities
Chapter 13 Memory check
1. The three 'I's' of stakeholders are ________________, ________________, and _______________.
2. The key and only output of the identify Stakeholders process is ______________ __________.
3. Stakeholder engagement levels are _________________, ______________, ______________,
___________________, and __________________.
4. Stakeholder current and desired level of engagement can be captured in a _______________
______________ _______________ _________.
5. Control stakeholder engagement has as the key output________ __________ ______________.
6. Classes of stakeholder that include power, urgency and legitimacy is described in something called the
_______________ __________.
7. A key output of Manage Stakeholder Engagement process is _______________ ____________.
8. Interpersonal skills and management skills are both ___________ _____ ______________ of
____________ _______________ ___________________.
9. The key tool and technique of Identify Stakeholders is______________ _______________.
10. The process of monitoring overall stakeholder relationships is called ______________ ______________
______________.
11. _____________________ is the process of identifying all individuals or organizations that can be
positively or negatively impacted by the project
12. Identifying all potential stakeholders, their potential impact on the project and assessing how key
stakeholders may respond to specific situations is called _________________
13. The _____________________ includes all information about the stakeholder, including his/her power,
impact, and influence level on the project
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-12
Chapter 13 Test
1. The implementation of which of the following processes decreases the risk of project failure?
a. Manage stakeholder engagement
b. Control stakeholder engagement
c. Plan stakeholder management
d. Develop stakeholder engagement
2. The five levels of stakeholder engagement are...?
a. Oblivious, opposed, neutral, proactive, driving
b. Unaware, opposed, neutral, supportive, driving
c. Oblivious, resistant, neutral, supportive, leading
d. Unaware, resistant, neutral, supportive, leading
3. Plan stakeholder management is fundamentally concerned with all the following except...?
a. Developing strategies to effectively engage stakeholders throughout the project
b. Development of the stakeholder register
c. Development of the stakeholder management plan
d. Identifying how the project will affect stakeholders
4. You are engaged in gathering information from stakeholders regarding whose interests should be taken
into account throughout the project. This is called:
a. Identify stakeholders
b. Stakeholder analysis
c. Expert judgment
d. Plan stakeholder management
5. Which of the following is not included in the Stakeholder Management Plan?
a. Project lifecycle
b. Communications requirements
c. Impact of scope changes to stakeholders
d. Stakeholder management strategy
6. Most projects will have a ___________ number of stakeholders.
a. Resistant
b. Supportive
c. Diverse
d. Unknown
7. Which of the following is not an input to the Control Stakeholder Engagement process?
a. Project management plan
b. Issue log
c. Project documents
d. work performance information
8. The ability of stakeholders to influence the project is typically highest at the _________ stages.
a. Planning
b. Initial
c. Executing
d. Design
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-13
9. The three 'I's' of stakeholders are...?
a. Independence, influence and inquiry
b. Importance, inquiry and influence
c. Interest, influence and importance
d. Influence, inquiry and importance
10. A stakeholder is...?
a. Anyone who is involved in the project
b. Anyone positively or negatively impacted by the project
c. Anyone who can influence the direction of the project
d. Anyone who can impact/be impacted positively or negatively by the project
11. Your project is well underway, and the project management plan as well as subsidiary plans have been
baselined and work is proceeding apace. A key project stakeholder has just approached you with a
problem: a requirement was missed by the business in the requirements gathering process and they want
it inserted into the project plan without having to go through the formal change request process. They
would consider it a huge favor if you did so and would be willing to reciprocate at some later date. What
should you do next?
a. Talk to the stakeholder's manager about the stakeholder's request for a breach in the formal
corporate change management process
b. Since the stakeholder has key resources on the project, it may pay off in the long run to agree to
the stakeholder's request
c. Perform an impact assessment on the requested change and submit to the CCB for approval
d. Agree to the request only if the stakeholder is willing to remove a less important feature of equal
effort so as not to impact the costs or the timeline on the project
12. Expert judgment is a tool and technique of all of the following processes except…?
a. Identify stakeholders
b. Plan stakeholder management
c. Manage stakeholder engagement
d. Control stakeholder engagement
13. The stakeholder analysis matrix is part of …?
e. Part of the Stakeholder Management Strategy - an output of identify stakeholders
f. An output of Plan Communications
g. Part of the stakeholder register
a. Part of Performance Reporting
14. Describing stakeholders based on their power (ability to impose will), urgency (need for immediate
attention), and legitimacy (their involvement), describes what type of grid or model?
h. Power/Influence grid
i. Salience Model
j. Influence/Impact grid
a. Power model
15. Which of the following best describes Plan Stakeholder Management process?
a. Creation and maintenance of relationships between the project team and stakeholders
b. Preventing negative stakeholders from derailing the project
c. Striking a balance between stakeholder needs and project needs
d. Focuses on from the creation of the stakeholder management strategy
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-14
16. The key benefit of the Manage Stakeholder Engagement process can be summarized best in which of the
following statements?
a. It focuses on communicating and working with stakeholders
b. It is focused on reducing negative stakeholder influence
c. It allows the PM to increase support and minimize resistance
d. It delivers the stakeholder management plan
17. Maintaining or increasing the efficiency and effectiveness of stakeholder engagement activities is a key
benefit of which process?
a. Identify stakeholders
b. Control Stakeholder engagement
c. Manage Stakeholder Engagement
d. Plan Stakeholder Management
18. Regarding the Stakeholders Engagement Assessment Matrix, what do the letters 'C' and 'D' represent?
a. Correct; direct
b. Confirmed; denied
c. Collaborate; disengaged
d. Current; desired
19. What is a key tool and technique of the Manage Stakeholder Engagement process?
a. Decision making skills
b. Problem solving skills
c. Interpersonal skills
d. Conflict resolution skills
20. It is about midway through your current project and some of your stakeholders have informed you that
their needs have changed on the project. As a result, you will need to adjust your strategy and plans for
engaging stakeholders for the remainder of the project. What process are you in?
a. Control Stakeholder Engagement
b. Plan Stakeholder Management
c. Manage Stakeholder Engagement
d. Identify Stakeholders
21. You are evaluating your stakeholders on the current project. There is one stakeholder in particular who
keeps calling you to make sure that he will be updated regularly on the project -sometimes that means on
a daily basis! After speaking with the stakeholder, you discover that there are no resources from their
organization participating in the project, nor are they part of the executive steering committee. Where on
the power/interest grid does this stakeholder go?
a. Manage closely
b. Keep satisfied
c. Monitor
d. Keep informed
©℗ 2009-2014 Richard Perrin – Evolutionten
: Project Stakeholder Management 13-15
Chapter 13 - Test Answers
1. A - Manage stakeholder engagement decreases risk of project failure. PMBOK® Guide, 5th edition, p. 406
2. D - The correct selection is: Unaware, Resistant, Neutral, Supporting, Leading. PMBOK® Guide, 5th edition,
p. 402
3. B - The stakeholder register is created in the Identify Stakeholders process. PMBOK® Guide, 5th edition, p.
398
4. B - This is called a stakeholder analysis , PMBOK® Guide, 5th edition, p. 395
5. A - The project lifecycle is selected and defined in the project management plan. PMBOK® Guide, 5th
edition, p. 400
6. C - A diverse number of stakeholders. . PMBOK® Guide, 5th edition, p. 394
7. D - Work performance information is an output of control stakeholder engagement. . PMBOK® Guide, 5th
edition, p. 413
8. B - the initial stages. PMBOK® Guide, 5th edition, p. 406
9. C - Interest, influence and importance
10. D - Anyone who can impact/be impacted positively or negatively by the project. PMBOK® Guide, 5th
edition, p. 391
11. C - This is an ethics question dressed up as a stakeholder management question. What happens next is an
impact assessment. Under the mandatory Responsibility section: "We inform ourselves and uphold the
policies, rules, regulations and laws that govern our work..."
12. C - Expert judgment is not a tool and technique of Mange Stakeholder Engagement. PMBOK® Guide, 5th
edition, p. 398
13. A – It is part of the Stakeholder Management Strategy, which is an output of identify stakeholders.
PMBOK® Guide, 5th edition, p. 396
14. B – This exactly describes the Salience model. PMBOK® Guide, 5th edition, p. 396
15. A - stakeholder management is about the creation and maintenance of relationships between the project
team and stakeholders. Under specific circumstances, answers B and C may be partially or. Answer D is
incorrect: what is created as the stakeholder management plan, not the stakeholder management
strategy. PMBOK® Guide, 5th edition, p. 400
16. C - It allows the project manager to increase support and minimize resistance from stakeholders. While
answers A and B are partially correct, they do not describe the key benefit of the process. Answer D is
wrong: the stakeholder management plan is created in the previous process - Plan Stakeholder
Management. PMBOK® Guide, 5th edition, p. 404
17. B -Maintaining or increasing the efficiency and effectiveness of stakeholder engagement activities is a key
benefit of Control Stakeholder Engagement. PMBOK® Guide, 5th edition, p. 409
18. D - Current; desired. PMBOK® Guide, 5th edition, p. 403
19. C - Interpersonal skills. PMBOK® Guide, 5th edition, p. 404
20. A - adjusting strategies and plans for engaging stakeholders. PMBOK® Guide, 5th edition, p. 409
21. D – Since the stakeholder does not have any resources from her organization that are actually working on
the project, their influence is minimal. This indicates low power but high interest – therefore you want to
keep this stakeholder informed
©℗ 2009-2014 Richard Perrin – Evolutionten
: Professional and Social Responsibility 14-1
Chapter 14 : Professional and
Social Responsibility
Section Topics:
Overview of Professional and Social Responsibility
The Meaning of Professional and Social Responsibility
Recurring Themes
©℗ 2009-2014 Richard Perrin – Evolutionten
: Professional and Social Responsibility 14-2
The PMI Code of Ethics and Professional Conduct
If you are an applicant to become a PMP®, or you already have become a PMP®, you are
required to adhere to the PMI Code of Ethics and Professional Conduct.
A complete version of the PMI Code of Ethics and Professional Conduct can be found in the
Project Management Professional (PMP®)Credential Handbook. We will review the high-level
requirements over the next several pages.
The Code of Ethics – Four Areas
The code is basically broken down into four distinct areas:
1. Responsibility
2. Respect
3. Fairness
4. Honesty
You will be expected to answer between 17-25 questions regarding Professional and Social
Responsibility for the exam (or between 8 -12 % of the test).
NOTE: The PMI Code of Ethics and Professional Conduct are not contained in the PMBOK®
Guide, 5th edition®. While there is not a separate category for the PMI Code of Ethics and
Professional Conduct on the PMP exam, there may be test questions addressing ethics.
The following attribution applies to pages 13-4 through 13-7 of this manual:
PMP Credential Handbook ©2009, Project Management Institute, Inc. pp 32-37
Responsibility
Aspirational Standards
2.2.1- We make decisions and take actions based on the best interests of society, public safety, and the
environment.
2.2.2 -We accept only those assignments that are consistent with our background, experience, skills, and
qualifications.
2.2.3 -We fulfill the commitments that we undertake – we do what we say we will do.
2.2.4 -When we make errors or omissions, we take ownership and make corrections promptly. When we
discover errors or omissions caused by others, we communicate them to the appropriate body as soon
as they are discovered. We accept accountability for any issues resulting from our errors or omissions
and any resulting consequences.
2.2.5 -We protect proprietary or confidential information that has been entrusted to us.
2.2.6 -We uphold this Code and hold each other accountable to it.
©℗ 2009-2014 Richard Perrin – Evolutionten
: Professional and Social Responsibility 14-3
Mandatory Standards
2.3.1 - We inform ourselves and uphold the policies, rules, regulations and laws that govern our work,
professional, and volunteer activities.
2.3.2 - We report unethical or illegal conduct to appropriate management and, if necessary, to those
affected by the conduct.
2.3.3 - We bring violations of this Code to the attention of the appropriate body for resolution.
2.3.4 - We only file ethics complaints when they are substantiated by facts.
2.3.5 - We pursue disciplinary action against an individual who retaliates against a person raising ethics
concerns.
In summary:
Aspirational Standards
• Decisions and actions based on best interests of society, public safety and the
environment
• Accept assignments consistent with our background, experience, skills and qualifications
Mandatory Standards
• Uphold rules, regulations and laws
• Report illegal activity or unethical conduct
• Report code violations to the appropriate body
• File ethics complaints only when substantiated by fact
Respect
Aspirational Standards
3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they
might consider disrespectful.
3.2.2 We listen to others’ points of view, seeking to understand them.
3.2.3 We approach directly those persons with whom we have a conflict or disagreement.
3.2.4 We conduct ourselves in a professional manner, even when it is not reciprocated.
Mandatory Standards
3.3.1 We negotiate in good faith.
3.3.2 We do not exercise the power of our expertise or position to influence the decisions or actions of
others in order to benefit personally at their expense.
3.3.3 We do not act in an abusive manner toward others.
3.3.4 We respect the property rights of others.
In summary:
©℗ 2009-2014 Richard Perrin – Evolutionten
: Professional and Social Responsibility 14-4
Aspirational Standards
•
Be informed of norms and customs of others
•
Listen to others points of view
•
Directly engage those with whom we disagree or have conflict
•
Conduct ourselves in a professional manner
Mandatory Standards
•
Negotiate in good faith
•
We do not influence others for personal benefit
•
We do not act in an abusive manner to others
•
We respect the property rights of others
Fairness
Aspirational Standards
4.2.1 We demonstrate transparency in our decision-making process.
4.2.2 We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate.
4.2.3 We provide equal access to information to those who are authorized to have that information.
4.2.4 We make opportunities equally available to qualified candidates.
Mandatory Standards
4.3.1 We proactively and fully disclose any real or potential conflicts of interest to the appropriate
stakeholders.
4.3.2 When we realize that we have a real or potential conflict of interest, we refrain from engaging in the
decision-making process or otherwise attempting to influence outcomes, unless or until: we have made
full disclosure to the affected stakeholders; we have an approved mitigation plan; and we have obtained
the consent of the stakeholders to proceed.
4.3.3 We do not hire or fire, reward or punish, or award or deny contracts based on personal
considerations, including but not limited to, favoritism, nepotism, or bribery.
4.3.4 We do not discriminate against others based on, but not limited to, gender, race, age, religion,
disability, nationality, or sexual orientation.
4.3.5 We apply the rules of the organization (employer, Project Management Institute, or other group)
without favoritism or prejudice.
In summary:
Aspirational Standards
•
Exhibit transparency in our decision making process
•
Constantly re-examine our own impartiality
•
Provide equal access to information for those authorized
•
Make opportunities equally available to qualified candidates
Mandatory Standards
•
Disclose conflicts of interest (CI)
•
Recuse oneself from any decision in which there is a CI
©℗ 2009-2014 Richard Perrin – Evolutionten
: Professional and Social Responsibility 14-5
•
Report code violations to the appropriate body
•
We do not hire/fire based on personal considerations
•
We do not discriminate based on race, gender, religion, etc
•
We apply organizational rules without favoritism or prejudice
Honesty
Aspirational Standards
5.2.1 - We earnestly seek to understand the truth.
5.2.2 - We are truthful in our communications and in our conduct.
5.2.3 - We provide accurate information in a timely manner.
5.2.4 - We make commitments and promises, implied or explicit, in good faith.
5.2.5 - We strive to create an environment in which others feel safe
Mandatory Standards
5.3.1 - We do not engage in or condone behavior that is designed to deceive others, including but not
limited to, making misleading or false statements, stating half-truths, providing information out of context
or withholding information that, if known, would render our statements as misleading or incomplete.
5.3.2 - We do not engage in dishonest behavior with the intention of personal gain or at the expense of
another. *
* PMP® Credential Handbook, © 2009 Project Management Institute, Inc – updated March
2009
In summary:
Aspirational Standards
•
We seek to understand the truth
•
We are truthful in communications and conduct
•
We provide accurate information in a timely manner
•
We make commitments and promises in good faith
•
We create a safe environment so that others feel safe in telling the truth
Mandatory Standards
•
We do not engage in deceptive behavior
•
We do not engage in dishonest behavior
©℗ 2009-2014 Richard Perrin – Evolutionten
: Professional and Social Responsibility 14-6
Contribute to the PM Body of Knowledge
• Sharing lessons learned
• Coaching other project managers
• Educating stakeholders on PM principles
• Becoming an active member of PMI
• Participating in research
• Writing PM articles
Not only is contributing to the Project management body of knowledge a good thing for project
management in general, but it will also help you to obtain PDUs necessary to maintain your
credential.
Each time you attend a PMI meeting, deliver a keynote speech on project management, do a
presentation for your local PMI chapter, teach a course on project management, write an
article for a professional journal on project management, or write a book on project
management, you will not only be contributing to the knowledge base of project management,
but you will also earn PDUs for these activities.
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Exercise Answers 15-1
Chapter 15 : Exercise Answers
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Exercise Answers 15-2
PDM Exercise Answers
Exercise #1:
Activity Predecessor Duration
Start -
A Start 2
B A 3
C A 5
D B 7
E B,C 12
F D,E 4
G D,F 6
End E,G -
PDM:
Answers:
1. What is the critical path? A-C-E-F-G
2. Where is the float or slack, if any? Activities B and D have a combined float of 7
3. The customer needs the schedule brought in seven weeks sooner. You discuss options with
the customer and decide to reduce activity ‘E’ by seven weeks. How does this affect critical
path? You have 2 critical paths: A-B-D-F-G and A-C-E-F-G
4. Starting with the original schedule, activity ‘B’ experiences major discovery and, as a result,
changes to seven weeks. How does this impact critical path, if at all? CP increases by 2
Exercise #2:
Activity Optimistic
Most
Likely
Pessimistic Predecessor Computed
PERT
A 3 5 13 None 6
B 4 6 11 A 6.5
C 2 4 6 A 4
D 8 12 22 B 13
E 7 12 20 C 12.5
F 6 10 17 D, E 10.5
G 3 6 18 F 7.5
End G
Computed PERT for each activity is shown in the grid above.
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Exercise Answers 15-3
Question answers:
1. Compute the critical path: A-B-D-F-G = 43.5 WEEKS
2. Risk on activity E sharply increases 21 weeks due to a major discovery. Which part of the PERT
estimate does this impact and what is the impact on the critical path? It changes the pessimistic
estimate from 20 to 41. Recomputed PERT for activity E is now 16. Critical path is now A-C-E-
F-G = 44 WEEKS.
Exercise #3:
Activity Predecessor Duration
Start -
A Start 4
B A 3
C A 9
D A 5
E B,C 6
F C,D 5
G E,F 10
H F,G 7
I G 9
End H,I
Answers:
1. What is the critical path? A-C-E-G-I
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Exercise Answers 15-4
2. What is the near-critical path? A-C-F-G-I and A-C-E-G-H
3. If the customer wanted to reduce schedule by 4 weeks, what would be the resulting float?
Negative 4 weeks
4. What would happen if activities 'H' and 'I' change to a finish-to-finish relationship and the
predecessor relationship between activity 'I' and 'G' is eliminated? Activity 'I' is no longer on the
critical path and the critical path is now A-C-E-G-H with a duration of 36.
Exercise #4
Answers:
1. What is the critical path? Start-A-C-E-F-End
2. What is the near-critical path? Start-A-C-D-G-End
3. If the customer wanted to reduce G-End by 2 weeks, what would the critical path be?No Change
4. What would be the simplest way to reduce the schedule by 4 weeks? Eliminate Activity Start-A
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Exercise Answers 15-5
Earned Value Exercise Answers
Exercise #1:
You are managing a small construction project. The vendor was hired to install an intricate parquet floor
in nine sections. Each section is supposed to take one week to complete at a cost of $750/section.
Assume spending continues at the current rate.
At this point in time, you are 4 weeks into the project and you have the following information:
•
Expenditures to date: $3250
•
Sections completed: 4.5
Fill in the following grid with your answers:
Value Formula/Calculation Answer What it Means
PV 4 * $750 $3000
Planned expenditures by this
point in time
EV 4.5 * $750 $3375
Work accomplished after 4
weeks
AC Given $3250 Expenditures
BAC 9* $750 $6750
CV EV-AC + $125
We are under budget by $125
SV EV – PV + $375 We are ahead of schedule
CPI EV/AC 1.04
Achieving $1.04 in value for
every dollar spent
SPI EV/PV 1.125
We are 12.5% ahead of schedule
ETC EAC - AC $3240
Remaining expenditures
EAC BAC/CPI $6490
Forecast of actual budget for the
project
VAC BAC-EAC +$260
We finish $260 under budget
TCPI (BAC-EV)/(BAC-AC) .964
The remaining work divided by
the funds available. i.e. we have
less work than the funds
available to do it
Exercise #2:
Your current project is running with the following indicators:
• CPI = 1.07
• SPI = 1.1
• AC = $22,500
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Exercise Answers 15-6
You are 4 weeks into a 12 week project, and some of the financial data is missing. Spending will
continue at the budgeted rate, (no BAC variance).
Given the information above, compute:
• EV = $24,075
• PV = $21,886
• BAC = $65,659
• ETC = $41,584
• EAC = $64,084
• VAC =
+$1575
• TCPI for BAC = .963
We need EV to get the remaining answers.
CPI = EV / AC Thus 1.07 = EV / $22,500. Solving for EV, we get EV = 1.07 * $22,500 or $24,075
SPI = EV / PV or 1.1 = $24,075/PV . Solving for PV we get PV = $24,075/1.1 = $21,886
Since we are 4 weeks into a 12 week project, we are 1/3 complete. Thus BAC = 3* PV or
$65,659
With no BAC variances, the EAC formula is AC +BAC –EV = $22,500 + $65,659 - $24,075 =
$64,084
ETC = EAC – AC = $64,084 – 22, 500 = $41,584
VAC = BAC-EAC = $65,659 – 64,084 = +$1575
TCPI = (BAC – EV)/ (BAC-AC)
Exercise #3 -PERT and standard deviation rounded to the nearest dollar:
Deliverable Optimistic Most likely Pessimistic PERT Std. Deviation
Component 1 $5000 $10000 $15000 $10000 $1667
Component 2 $3000 $7000 $14000 $7500 $1833
Component 3 $20000 $35000 $80000 $40000 $10000
Component 4 $15000 $30000 $63000 $33000 $8000
Totals: $43000 $82000 $172000 $90500
Questions:
1. What is the PERT estimate for the project – rounded to the nearest dollar?$90,500
2. Which component estimate is least precise? Component 3: highest STD deviation.
3. What is the budget range to a 95% confidence factor?$47.5K to $133.5K
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-1
Chapter 16 : Pre-Test
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-2
Pre-Test
1. All of the following are included in the PMB (Performance Measurement Baseline) with the exception of…?
a. Sunk costs
b. Planned value
c. Expected monetary value
d. Actual costs
2. The schedule development process includes which of the following?
a. Scheduling method, master scheduler, HR management plan
b. Scheduling method, PM plan, master scheduler
c. Scheduling master, activity list, Cost Performance Baseline
d. Scheduling method, scheduling tool, schedule model
3. Projects risk management, according to PMI, __________________.
a. Is an optional activity
b. Is not an optional activity
c. Depends on historical information
d. Is performed by a team external to the project
4. Project estimates are derived from a number of sources and are continually refined throughout the duration
of the project. Which of the following is not part of project estimating?
a. Contingency reserves
b. Expert judgment
c. Industry standard databases
d. Historical data
5. Project configuration management (PCM), when applied correctly to the life of a configuration item, provides
visibility and control of the configured item’s performance, function and physical attributes. This occurs
throughout the lifetime of the project and often goes beyond project boundaries. Which of the following is a
key PCM function?
a. Reactively responding to changes in the product configuration
b. Controlling changes to approved baselines
c. Addressing issues in the project management plan
d. A repository for product defects
6. A control account is used in the earned value process and is most accurately defined as __________________.
a. A management control point that is one level above a work package
b. A management control point that that accounts for all budgeted costs, contingency reserves and
management reserves
c. A management control point that that accounts for all budgeted costs, minus contingency
reserves and management reserves
d. A management control point where all actual costs, scope and schedule are compared to earned
value for performance measurement
7. You need to temporarily increase headcount on your project for work packages in which the discreet effort is
not yet known. The best form of contract would be..?
a. Fixed Price
b. T&M
c. Cost plus
d. Fixed price – EPA
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-3
8. When computing the point of total assumption (PTA) on a fixed price contract, what is meant by “total price”?
a. The ceiling price of the contract
b. Costs minus profit
c. Costs plus profit
d. The ceiling price minus the buyer’s share ratio
9. You just completed an important meeting with senior executives for a review of your current project. You just
sent out your meeting notes to the project team. Meeting notes are considered what type of communication?
a. Informal written
b. Formal written
c. Formal reviewed
d. Informal reviewed
10. You have just witnessed a manager threaten a subordinate with demotion or transfer to another department
because the subordinate was about to report to senior management on a conflict of interest issue within his
department. PMI considers this ________________.
a. Well within the authority of the manager
b. A violation of the mandatory, responsibility section of the PMI code of Ethics and Professional
Conduct
c. A violation of the aspirational, responsibility section of the PMI code of Ethics and Professional
Conduct
d. A violation of the discretionary, responsibility section of the PMI code of Ethics and Professional
Conduct
11. Performing resource leveling with a tool like MS Project frequently results in…?
a. An extended project timeline
b. A reduced project timeline
c. A schedule that is using human resources at higher than their 100% allocation levels
d. The elimination of unneeded scope elements
12. Your boss thinks that his direct reports are lazy, not too bright, must be bullied in order to get them to do their
jobs and thinks that they are overpaid. What leadership trait does this describe?
a. Theory Z
b. Theory Y
c. Theory Q
d. Theory X
13. The news has stated that there is a 20% probability that you may experience tornadoes in your area today.
You just heard a tornado siren, which now changes the tornado probability occurrence to 90%. What kind of
probability does this describe?
a. Logical probability
b. Conditional probability
c. Indirect probability
d. Direct probability
14. The BAC for your one year project was estimated at $1.2M. Assuming an equal monthly expenditure rate,
what is the PV after 9 months?
a. $600K
b. $800K
c. $900K
d. $1M
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-4
15. You are in the process of identifying stakeholders for your current procurement activity. Where does general
information about the project stakeholder’s legitimacy, urgency and power reside?
a. Procurement management plan
b. Responsibility assignment matrix
c. Salience grid
d. Stakeholder register
16. A risk is…?
a. A function of stakeholder tolerances
b. A negative impact on the project
c. A result of poor planning
d. Always in the future
17. You are working out the details of a contract with your customer. As your discussions continue, one of the
contract elements involves the potential of damage due to an earthquake. The customer insists that they
should be indemnified against potential damage from the possibility of such an event. You counter that no one
can predict such an event which is beyond anyone’s control, and will have the possibility entered into the
contract as:
a. Fait acompli
b. Force majure
c. Quid pro quo
d. Isto pensitaris
18. What would be used to evaluate the performance of a team member on your project?
a. Team performance assessment
b. Project performance appraisal
c. 360° review
d. Annual review
19. Two stakeholders are in violent disagreement regarding some of the key deliverables on the project you are
managing. Each has spoken to you privately about their concerns and each has stated that they think the other
stakeholder is ‘making things up’ to gain an advantage. What is your best course of action at this point?
a. Report to senior management that there is a potential ethics violation by the two stakeholders
b. Engage each of the stakeholder’s managers and state that both stakeholders are conducting
themselves in an unprofessional manner
c. Let the stakeholders work out their differences. Inform them that their behavior may delay the
project end date, which you will report in your status reviews to the project sponsor.
d. Confront the issue with both stakeholders directly and attempt to help facilitate a resolution
20. There are an unusual number of change requests (CRs) being issued by a few stakeholders on your telecom
project. Upon examination, you discover that the CRs are the result of an almost incomprehensible call-flow
diagram that the stakeholders are having trouble understanding. What is the next thing you should do as the
project manager regarding the call-flow?
a. Implement a CR for a defect repair
b. Implement a CR for a preventive action
c. Implement a CR for a risk mitigation
d. Implement a CR for a corrective action
21. A root cause analysis is ____________________________
a. A reactive process
b. A proactive process
c. A predictive process
d. A synergistic process
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-5
22. You are thinking about applying to sit for the PMP examination. At this point PMI states that
_________________.
a. You are subject to the PMI Code of Ethics and Professional Conduct
b. You are conditionally subject to thePMI Code of Ethics and Professional Conduct
c. You are not subject to the PMI Code of Ethics and Professional Conduct
d. The PMI Code of Ethics and Professional Conduct applies only to those who are PMPs and
members of PMI
23. You have utilized a form of project planning that details the immediate work in great detail and creates rough
estimates for work that may not occur for a few months. This method of planning is called _____________.
a. Progressive response
b. Incremental elaboration
c. Rolling wave
d. “Snowball” planning
24. The LS (Late Start) for a project activity is 53, and the LF (Late Finish) is 42. From a schedule perspective, this
means one of the following:
a. You are ahead of schedule
b. You are behind schedule
c. Your project contains negative float
d. Both B and C
25. A trigger on a risk log item has been activated. As the project manager what is the next thing you should do?
a. Notify stakeholders
b. Notify senior management
c. Implement the prescribed contingency response
d. Immediately make an entry in the issue log
26. You have spent some time cultivating a relationship with a vendor to help them produce the highest quality
product at the lowest possible price. They have done such a good job that they have become the primary
source for this product. The type of relationship described here is known as __________________.
a. Prime vendor
b. Single source
c. Preferred vendor
d. Sole source
27. You are thinking of investing $10M on a project with a potential of a $250M return on investment. There is an
80% probability the project will be successful. You have also determined that if the product works you will
capture 75% of your market. What is the expected monetary value of this scenario?
a. $198M
b. $200M
c. $250M
d. $148.5M
28. You have facilitated a meeting between several stakeholders on your current project. Unfortunately the
stakeholders are still at odds on several key points. You have recommended a compromise on the key issues
that the stakeholders say they can ‘live with’. What may be a problem with this approach?
a. The stakeholders may be dissembling
b. Some stakeholders may still harbor resentment on the ‘solution’
c. There is no problem; sometimes compromise is your only option
d. The stakeholders may feel they have all lost something
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-6
29. The SPI = .97 while the CPI = 1.02. What does this tell you about your project?
a. You are ahead of schedule and over budget
b. You are ahead of schedule and under budget
c. You are behind schedule and under budget
d. You are behind schedule and over budget
30. Your organization is starting up a high visibility project for which you are the PM. All of the following are
performed with the exception of_________________.
a. Acquiring the project team
b. Identifying stakeholders
c. Creating the project charter
d. Developing the business case
31. Use the following grid for the next three questions. All durations in weeks. How long is the critical path?
Activity
Predecessor
Duration
A
-
4
B
A
3
C
A
11
D
B
7
E
C, D
6
F
C,E
7
a. 27
b. 25
c. 22
d. 28
32. If we shorten activity D by 3 weeks, what is the change in the length of the critical path?
a. No change
b. Shorter by three weeks
c. Longer by three weeks
d. There are 2 critical paths of the same length
33. Due to discovery, Activity B changes to 6 weeks. What is the change, if any, in the length of the critical path?
a. No change
b. Longer by three weeks
c. Longer by 2 weeks
d. Longer by one week
34. The SWOT grid is a tool used in __________________.
a. Risk planning
b. Scope planning
c. Quality planning
d. Schedule planning
35. A process that originated in Japan that is used to help capture the ‘voice of the customer’ is called…?
a. Kai-zen
b. Poka Yoke
c. Gemba
d. Muda
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-7
36. The project requirements as well as the project work activities are captured in the ________________.
a. Requirements documents
b. Scope management plan
c. The Performance Measurement Baseline
d. The scope statement
37. At the halfway point, the project has been assessed at being 5% ahead of schedule but 7% over budget. What
report specifically is used to derive this information?
a. Trend report
b. Variance report
c. Progress report
d. Status report
38. The specific approach that is used to identify less costly methods for achieving the same results is known as…?
a. Alternatives analysis
b. Make-or-buy analysis
c. Bargain hunting
d. Value engineering
39. On any project the BCR (benefit cost ratio) should be ______________________.
a. Greater than 1
b. Used in project planning
c. Equal to the ROI
d. None of the above
40. Internal policies and standards, financial databases, templates and historical information all fall under a
category defined by PMI as…?
a. Enterprise environmental factors
b. Organizational process assets
c. Tools and techniques
d. All of the above
41. You are taking statistical measurements of a component in a product to insure the manufacturing process is
stable, predictable and repeatable. What process category do these measurements fall under?
a. Quality assurance
b. Quality planning
c. Quality control
d. B and C
42. What is the broad definition of the ‘point of total assumption’?
a. The point at which the customer accepts delivery and responsibility of the product of the project
b. The point at which a project risk becomes an issue
c. The point on a fixed price contract where the seller pays for all contract overages
d. The point at which the performing organization assumes responsibility for all project deliverables
43. In simplest terms, the EAC (Estimate at completion) for your project is simply a/an__________________.
a. Original budget
b. Forecast
c. Amount need to complete the project
d. Definition of earned value
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-8
44. Which of the following is not part of the Project Management Life Cycle?
a. Verifying
b. Planning
c. Executing
d. Initiating
45. The pessimistic estimate for project completion is 60 weeks; the optimistic completion estimate is 36 weeks.
With a most likely completion of 48 weeks, what is the estimate for the possible range of completion to a 95%
confidence level?
a. Between 42 and 54 weeks
b. Between 38 and 58 weeks
c. Between 45 and 51 weeks
d. Between 40 and 56 weeks
46. All of the following define responsibilities of the project sponsor with the exception of_________________.
a. Protecting the project from outside influences
b. Accepting the product of the project
c. Taking action on performance reports
d. Signing off on the project charter
47. When communicating a message to a recipient, the Shannon-Weaver model does not specify which of the
following elements?
a. Encoding
b. Decoding
c. Feedback
d. Translation
48. At the midpoint in your project, the PV = $25000, the AC = $30000 and the EV = $28000. From a project
perspective this means that…?
a. You are over budget and ahead of schedule
b. You are over budget and behind schedule
c. You are under budget and ahead of schedule
d. You are under budget and behind schedule
49. A developer was performing some coding activities on a work package and discovered that a chronic problem
in the software could be fixed with little effort – an additional 3 hours at most. He initiates the fix and
surprises you at the next team meeting with this wonderful news. As the project manager, what is the next
thing you should do?
a. Complement the developer’s initiative and back it up with a reward
b. Reprimand the developer for not clearing it with you first
c. Ask him to roll back the ‘fix’, as what he did is a form of scope creep
d. Inform the developer’s manager of his insubordination
50. All of the following can be used to create a network diagram using the critical path method with the exception
of ___________________.
a. PDM ( Precedence Diagramming Method)
b. ADM (Arrow Diagramming Method)
c. CCPM (Critical Chain Project Management)
d. HDM (Hierarchical Diagramming Method)
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-9
Pre-test Answers
1. C – Expected monetary value (EMV) is the result of a quantitative risk analysis and is not part of the PMB. It
can be part of contingency reserves, which are not considered when computing earned value. PMBOK® Guide,
5th edition, p. 206
2.
D - The schedule development process requires a scheduling method, scheduling tool, and a schedule model.
Practice Standard for Scheduling, PMI, 2007, pp 1-2
3.
B – Risk management is not optional. “It is essential to successful project management”. Practice Standard
for Project Risk Management, PMI, 2009, p. 4
4.
A – Contingency reserves are created to address ‘known unknowns’ and are a function of the risk assessment
process. They are not included in earned value calculations and are not part of the budget estimate.
5. B – A key function of the configuration management process is to control changes to approved project
baselines. PMBOK® Guide, 5th edition, pp. 96-97
6.
D – A control account is most accurately defined as a management control point where all actual costs, scope
and schedule are compared to earned value for performance measurement. Practice Standard for Earned
Value Management, PMI, 2005, p.49.
7. B – The T & M – time and materials – contract is best suited for short term projects needs in which the actual
effort may be unknown or needs to be determined.
8. C – Total price equals the project costs plus the profit margin.
9. A – Meeting notes are considered an informal written form of communication. Formal reviewed and informal
reviewed are made-up terms.
10. B - The scenario represents a mandatory responsibility in the PMI Code of ethics: “We pursue disciplinary
action against an individual who retaliates against a person raising ethics concerns.”Answer A is wrong under
any circumstance and answer D is made-up.
11. A – Resource leveling levels out the workload so that resources can function at a sustainable pace. This will
typically take 10/12/14 hour workdays down to a standard 8 hour day, which extends the project timeline. The
process helps to avoid team burn-out.
12. D – This describes the Theory X manager. Theory Q is made-up.
13. B – This scenario describes conditional probability i.e. the probability of an event occurring is either increased
or decreased based on some additional condition: “The probability that a tornado will occur is generally less
than the probability that a tornado will occur given that I just heard a tornado warning siren”.
14. C – By straight calculation: Budget burn rate is $100K/month. After 9 months, $900K of budget should have
been expended.
15. C – The salience model describes the three elements described in the question. PMBOK® Guide, 5th edition, p.
396
16. D – A risk is always in the future. It defines a potential event with a specific probability. PMBOK® Guide, 5th
edition, p. 310.
17. B – A force majeure is an ‘act of God’ in contract terms.
18. B – A project performance appraisal is used to evaluate individual performance on a project team and is a tool
and technique of Manage Project Team. PMBOK® Guide, 5th edition, p. 282.
19. D – Confronting the issue is what PMI states is the most effective method for addressing problems on a
project.
20. D – Issuing a CR for a corrective action – fixing the call flow diagram – will be the most effective method for
putting the project back on track and preventing excessive CRs.
21. A – A root cause analysis is always reactive in nature in that it occurs after an event has occurred.
22. C – You are not subject to the code if you are only thinking about applying to take the PMP exam.
23. C – This is the classic definition of rolling wave planning. PMBOK® Guide, 5th edition, p. 560.
24. D – Both answers B and C are correct. The scenario validates the idea that the project is behind schedule
because it contains negative float.
25. C – A risk log will contain a trigger and the prescribed contingency response as well as a fallback response.
26. B – This is a classic definition of a single source vendor: the buyer prefers to only do business with them.
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Pre-Test 16-10
27. A – The scenario describes a simple decision tree: 80% of $250M minus 20% of $10M or $200M - $2M =
$198M. The 75% market share statement is a red herring.
28. D – The potential of the compromise process results frequently in what is described as a ‘lose-lose’ scenario:
no walks away happy with the result and feels as though they have, instead, given up something important.
29. C – An SPI< 1 means you are behind schedule: A CPI > 1 means you are under budget.
30. A – Acquiring the project team is not an initiating project activity but an Executing project activity. PMBOK®
Guide, 5th edition, p. 257.
31. D – The critical path consists of activities A-C-E-F for a total of 28 weeks
32. A – No change: activity D is not on the critical path
33. C – Changing the duration of activity B to 6 changes the critical path to A-B-D-E-F for a total of 30 weeks
34. A – The SWOT grid is a risk identification tool and part of the Planning process. PMBOK® Guide, 5th edition, p.
326.
35. C – Gemba is an observation technique that observes how the customer gets work done and how they will
actually use your product or service; it is part of QFD, a Scope Management tool.
36. D – The project scope statement subsumes the requirements and the work required to create the
deliverables. PMBOK® Guide, 5th edition, p. 123.
37. B – The variance report compares where the project now stands to the planned baselines and identifies any
performance gaps, either positive or negative. Progress reports identify accomplishments to date. Trend
reports Identify performance changes over time. Status report identifies the current status of the project.
38. D – The approach is called value engineering. Developed at GE in WWII to find effective alternatives due to
material scarcity or cost.
39. A – A BCR of greater than 1 means that the benefits received from the project exceed the costs.
40. B – These elements are all organizational process assets. PMBOK® Guide, 5th edition, pp 32-33.
41. C – Statistical measurements are performed using Quality Planning and Quality Control tools. PMBOK® Guide,
5th edition, p. 238.
42. C – The point of total assumption is used on certain types of fixed price contracts to insure that the seller will
take responsibility for contract overages beyond a specified point.
43. B – The EAC – estimate at completion – is a forecast of how much the project will actually cost. PMBOK®
Guide, 5th edition, p.220.
44. A – ‘Verifying’ is not a defined process group in the Project Management Life Cycle
45. D – By straight PERT calculation. SD = (Pessimistic – Optimistic)/6 or (60-36)/6 = 4. A 95% confidence factor
equates to 2 SD (standard deviations) from the most likely estimate (48). With an SD = 4, this equates to 48 – 8
to 48 + 8, or 40 weeks to 56 weeks.
46. C – The project manager with input from the project team is responsible for reviewing and taking action on
performance reports
47. D – Translation is not included as a component in the Shannon-Weaver, sender receiver model. PMBOK®
Guide, 5th edition, p. 294.
48. A – You are over budget and ahead of schedule: SPI = EV/PV or $28K/ $25K = 1.12 (ahead of schedule). CPI =
EV/AC or $28K/$30K = .93 (over budget)
49. C – What the developer did is called ‘gold plating’; delivering a feature that was not requested by the
customer. It is a form of scope creep.
50. D – The ‘hierarchical’ diagramming method is a made up term.
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-1
Chapter 17 : Memory Check
Answers
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-2
Chapter Two Memory Check
1. A project is temporary, unique and delivers a product, processor result
2. Three key constraints on a project are time, cost, and scope as well as quality, resources and risk
3. Three key characteristics of the project manager include; knowledge, performance, and
personal effectiveness
4. A program is a group of related projects. A portfolio can be a collection of projects, programs or
sub-projects
5. A PMO centralizes and co-ordinates the management of portfolios, programs and projects
6. The project lifecycle deals with the work done to accomplish the goals of the project, while the
product lifecycle deals with the lifetime of the deliverable(s)
7. The three categories of multi-phase project types are; sequential, overlapping, and iterative
8. A stakeholder is anyone who is positively or negatively impacted by the project
9. The three basic organizational types are; functional, matrixed, and projectized
10. The term used to describe the process of delivering more accurate estimates for time and
budget as the project progresses is called progressive elaboration
11. Clearly defined career paths and much contention for resources is an advantage and a
disadvantage of a functional organization
12. Project loyalty and the possibility of not having a job after the project completes describes an
advantage and a disadvantage of a projectized organization
13. Increased PM control and multiple bosses describes an advantage and a disadvantage of a
matrixed organization
14. A project expediter has very little decision making authority on a project whereas the project
coordinator has some decision making authority
15. The three types of matrixed organizations are referred to as: weak matrix, balanced matrix and
strong matrix
16. The three type of project lifecycles defined by PMI are __predictive, iterative and adaptive.
17. Three types of PMOs defined by PMI are _supportive, controlling and directive
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-3
Chapter Three Memory Check
1. The five process groups that comprise the project management lifecycle are: initiating, planning,
executing, monitoring and controlling and closing
2. The two primary outputs of the Initiating process are the project charter and identify
stakeholders
3. The primary goal of the planning process group is to produce the project management plan.
4. The ten knowledge Areas of the PMBOK® Guide, 4th edition are, in short, Integration, Scope,
Time, Cost, Quality, Human Resources, Communications, Risk, Procurement, Stakeholders
5. Almost half of the processes that occur in the ten knowledge areas of the PMBOK® occur in the
Planning process group
6. Only the Integration knowledge area has processes in all five of the process groups of the
project management lifecycle
7. Two primary goals of the Monitoring and Control process group are to monitor and control
project work and to perform integrated change control
8. Early in the project the costs, and the chance of success are low – the risks and stakeholder
influence are high
9. PMI defines how a project will tighten its estimates for budget and timeline as more is learned
about the project as a progressive elaboration
10.
There are 47 processes spread across the ten knowledge Areas in the PMBOK® Guide, 5th
edition
11. Percentage of work completed, quality and technical performance measurements, start and
finish dates of scheduled activities is known as _work performance data, whereas status of
deliverables, status of change requests, forecasted estimates to completion is called _work
performance information.
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-4
Chapter Four Memory Check
1. _Enterprise Environmental Factors_ basically describe the organization’s culture while
_Organizational Process Assets__ describe how the organization does projects
2. The key benefits of the project charter are;
a. Identifies PM and authority level
a. PM can spend money and commit resources to project_____________
3. The enterprise environmental factor (EEF) that ensures that the correct work gets done in the
correct sequence is called a _work authorization system_, while the EEF that keeps track of
information storage and distribution in an automated fashion for the project is called a
___PMIS_____
4. Templates, historical data, lessons learned, and financial databases are all __Organizational
Process Assets__
5. Two forms of accelerated depreciation are known as ____Double Declining Balance and
thesum of year digits___
6. The costs on a project that have already been expended are called _sunk costs_
7. The four categories of costs you can experience on a project are: _direct, indirect, variable,
fixed_
8. The key outputs of Direct and Manage Project Work are work performance information, change
requests and _deliverables___________
9. An action needed to bring future project performance in line with the project management plan
is called a ___corrective action____________
10. Defect repair is another name for __rework______
11. One of the critical jobs of the project manager is to _prevent______ unnecessary changes on the
project
12. When performing closure on the project or a project phase _contract closure__ occurs before
___administrative closure______
13. The key output of Closure is the ___ final product, _service or result transition_
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-5
Chapter Five Memory Check
1. Adding features to a product that were never requested by the customer is called gold plating
2. Uncontrolled work added to a project by the customer without any adjustment for timeline or
budget is called scope creep______
3. The scope baseline consists of the ___scope statement, WBS, and the _WBS dictionary___
4. The _product___ scope are the requirements relating to the project deliverables, whereas the
_project____ scope refers to the work needed to create the deliverables
5. The key output that tracks requirements, the source of the requirement and the requirement
completion status is called a _requirements traceability matrix_____
6. The output that is used by the team to get their arms around the project, serves as a
communication tool for stakeholders, and is used by the team to see how their work fits into the
project is called a _WBS__
7. The lowest level in a WBS is called a ___work package
8. The __WBS dictionary_______ shows cross functional dependencies between work packages
9. The key output of the Validate Scope process is _accepted deliverables_________
10. The two processes in the Monitoring and Controlling process group for Scope are: _Validate
Scope___ and _Control Scope______
11. The process of breaking down work into manageable work packages is called decomposition
12. Formalizing acceptance of the completed project deliverables is called _Validate Scope__
13. The level above a work package is usually called a_control account________
14. The process of determining what will be and what will not be included in the project is called
____Define Scope__________
15. The tool used to capture the ‘voice of the customer’ is called__QFD
16. The 4 group decision voting methods are called _unanimous, majority, plurality___, and
_dictatorship___
17. The four processes in the Planning process group for scope are: _Plan Scope Management,
Collect Requirements, Define Scope, Create WBS___
18. The key outputs of the Plan Scope Management process are the __Scope Management
Plan____ and the _Requirements Management Plan__
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-6
Chapter Six Memory Check
1. The four possible precedence relationships in an AON network diagram are: __finish-to-start,
start-to-start, finish-to-finish, start-to-finish_
2. The diagramming method that allows for conditional looping is called GERT__
3. The four types of network dependencies are known as: __mandatory, discretionary, external,
internal__
4. The completion of a key deliverable or a phase in the project is called a __milestone
5. Starting a successor activity before the predecessor is complete is called a lead, while a delay in
starting a successor activity is defined as a_lag_
6. The six processes in the Planning process group for Time Management are: __Plan Schedule
Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate
;Activity Durations, Develop Schedule____
7. Another name for the three point estimate is called _PERT__
8. The most accurate and time consuming of the estimates is called bottom-up_ estimating
9. The sigma percentages are 1 Sigma = 68.26%, 2 Sigma = _95.46% and 3 Sigma _99.73_%
10. The time an activity can be delayed without delaying the project end date is called __total
float__
11. The earliest you can begin an activity is called the ___early start, while the latest time in the
network schedule that an activity can begin without impacting the late finish (LF) is called the
__late start
12. Conformance to target values is defined as __accuracy while the precision of the measurement
is expressed as ___standard deviation
13.
The _critical path____ in a network diagram is the longest path through the network that
produces the shortest possible completion time for the project
14.
The time a project can be delayed without delaying the start of a successor project is called
___project float
15.
The two primary schedule compression techniques are called _crashing__and fast tracking__
16.
The _montecarlo____ analysis is used to build statistical models and perform what-if analysis
17.
Stabilizing the number of resources working in each time period to prevent resource over-
allocation is known as __resource leveling_______
18.
_Critical Chain_ project management accounts for limited resources, adds duration buffers,
focuses on managing the time buffer and resources
19.
_Free float__ describes the time an activity can be delayed before delaying the early start (ES) of
a successor activity
20.
Higher-level summary activities that occur between milestones in a bar chart are frequently
called __hammock activities_______
21.
In addition to various updates, a key output of the Control Schedule process is _change request_
22.
An activity that has no duration is called a
__milestone or a dummy____
23.
Computing the _forward pass allows us to ascertain the critical path in the network diagram,
while computing the __backward pass is used to determine areas of float or slack in the
network diagram
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-7
Chapter Seven Memory Check
1. The estimate that takes little time to create but is not very accurate is known as an analogous
estimate
2. The rough order of magnitude estimate ranges from -50% to +50%
3. The key output of the Estimate Costs process is activity cost estimates
4. A basis of estimate is a detailed analysis on how the cost estimate was derived
5. The tool that addresses the variance between funding limit and the planned expenditures for
the project is called the funding limit reconciliation
6. The two types of monetary reserves on a project are identified as contingency reserve and
management reserve
7. The main output of the Control Costs process is budget forecasts
8. The cost baseline includes the contingency reserves whereas the cost (total) budget includes the
contingency and the management reserves
9. What the work of the project is supposed to have cost by a specific point in the schedule is
called the planned value, whereas the total amount that the work should cost for the entire
project is called the budget at completion
10. The formula for CPI = EV / AC
11. The formula for SPI = EV / PV
12. A new budget forecast is created to address variances in the project and replaces the BAC. This
new forecast is called the estimate at completion
13. The amount of money that remains to be spent on a project that is 1/3 complete is called the
estimate to completion
14. The formula for TCPI = BAC – EV / BAC – AC
15. The formula for variance at completion (VAC) = BAC – EAC
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-8
Chapter Eight Memory Check
1. The limits that are calculated on a statistical process control chart are the control limits,
whereas the limits that are set by the customer are called the specification limits
2. A comparison of project activities against a known standard is called benchmarking
3. Weighing the cost of implementing quality against the benefit it will deliver for the project is
called a cost-benefit analysis
4. The tool that is used to test multiple factors simultaneously is called design of experiments
5. Prevention is the lowest cost of quality, while internal is the highest cost of quality
6. The tipping point where benefits or revenues received from improving quality equals the cost to
achieve that quality is called a marginal analysis
7. A process that establishes a financial measure of the user dissatisfaction with a product's
performance as it deviates from a target value is described in Taguchi’s loss function
8. ‘Fitness for use’ was a concept pioneered by Joseph Juran
9. The five levels of the CMMI are in order; Initial, Managed, Defined, Quantitatively managed,
Optimized
10. The amount of inventory carried in a just in time process is typically zero.
11. Six Sigma represents an accuracy of 99.999%
12. Continuous, incremental improvement in a product or process is called kaizen in Japan
13. Deming observed that at least 85% of the cost of quality (or poor quality) is management’s
responsibility
14. Statistical independence states that the probability of one event occurring does not affect the
probability of another event occurring
15. The key output of the Plan Quality process is the Quality Management Plan
16. A product that is not particularly attractive but meets your quality criteria for fitness for use can
be described as low grade, but high quality
17. The key output of Perform Quality Assurance is change requests
18. Data that you can perform mathematical computations is called variable or continuous, whereas
data that describes a label or a pass/fail scenario is described as attribute or discrete data
19. The quality pioneer that promoted the idea of zero defects was Philip Crosby
20. Kaoru Ishikawa created a diagram used to ferret out root causes of problems that was called the
cause and effect diagram
21. The zone test is used to determine if the data in an SPC chart is out of control even though the
data points are within the control limits of the chart
22. The pareto chart is used to identify critical issues in descending order of frequency
23. To determine if a change in ‘X’ corresponds to a change in ‘Y’ the chart that best displays this
correlation is the scatter diagram
24. Mutual exclusivity means that two events cannot occur in a single trial
25. The key output of Control Quality is verified deliverables
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-9
Chapter Nine Memory Check
1. The processes in the Project Human Resource Management knowledge area occur in the
Planning and Executing process groups of the Project Management Lifecycle
2. The role that accepts the product of the project and provides financial resources for the project
is the sponsor whereas the role that sets priorities between projects and the triple constraints is
performed by senior management
3. The roles and responsibility grid identifies activities, documents, and other deliverables along
with the person accountable for those activities
4. Develop Project Team is in the Executing process group and has the key output of Team
Performance Assessment
5. The two forms of project manager authority that PMI states are the most effective are Expert
and Reward
6. The four stages of team growth according to the Tuckman Model are, in order, forming,
storming, norming, and performing
7. The psychologist who introduced his concept of a hierarchy of needs was Abraham Maslow
8. The management theory that assumes the average person dislikes work, has no ambition,
avoids responsibility and is not too intelligent is entitled Theory X
9. Theory Z focused on increasing employee loyalty to the company by providing a job for life with
a strong focus on the well-being of the employee
10. A key output of the Manage Project Team process is change requests
11. PMI considers confrontation as the best approach in resolving conflict while it considers forcing
the worst approach
12. The leadership model in which the manager of a team applies more direction to managing
inexperienced employees, and then moves to a delegating approach as the team members grow
in skill and capability is called situational leadership
13. Frederick Herzberg found that the factors causing job satisfaction (and presumably motivation)
were different from that causing job dissatisfaction. He called these dissatisfiers hygiene factors
14. Expectancy theory is the belief that increased effort will lead to increased performance i.e. if I
work harder, the outcome will be better
15. The top three causes of conflict on a project are: schedule, project priority, and resources
16. Team performance assessment addresses the effectiveness of the team as a whole, while
project performance appraisals address the performance of individuals on the team
17. The concept that individuals are motivated by the need for power, achievement and affiliation is
known as achievement theory, developed by David McClelland
18. The type of power that a PM can exhibit by offering perks or other benefits is called reward
power
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-10
Chapter Ten Memory Check
1. Only 7 % of your message is conveyed in the words themselves, while 38 %of the message is
conveyed in vocal tone and inflection and 55 % in body language
2. The formula that determines the complexity of communications is expressed as [N*(N-1)]/2
3. The key output of the Plan Communications process is the communications management plan
4. The three fundamental communications methods are known as interactive, push, and pull
5. Manage Communications occurs in the _executing_process of the Project Management Life
cycle
6. The process of attentively responding and verifying what the sender of a message is
communicating to you is called active listening
7. The four basic types of communications are known as: formal written, formal verbal, informal
written, and informal verbal
8. A status report describes where the project now stands – a progress report describes what has
been accomplished – and a variance report compares actuals to the performance baseline
9. A project manager spends 90% of their time on communication activities
10. Providing information at the right time, in the right format to the right audience is called
_efficient communications
11. Providing only and exactly the information needed is defined as _effective communications
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-11
Chapter Eleven Memory Check
1. The risk categories in a project plan can be graphically represented in a tool called a risk
breakdown structure
2. The five Planning steps in Risk Management are, in order: Plan Risk Management, Identify Risks,
Qualitative Analysis, Quantitative Analysis, and Risk Response Planning
3. The tool that is used to determine where the organization's strengths and weaknesses play
against each other is called a SWOT grid
4. A risk register that measures probability, impact, and detectability is known as a FMEA
5. A decision tool that is best used in which the participants could become contentious is known as
the Delphi technique
6. A reactive method of problem detection and solving in which the analysis is performed after an
event has occurred is called a root cause analysis
7. A repository for all known risks on a project that identifies risk responses and owners is called a
risk register
8. Multiplying the Impact of an event in dollars time its probability is called the expected monetary
value
9. Three type of responses to negative risks re are known as Mitigation, transfer, and avoidance
10. A decision tool that illuminates a possible path forward based on a decision made by the
business and the probability of success of each decision path is called a decision tree analysis
11. The types of responses to positive risks are known as share, exploit, and enhance
12. The risk response plan that is used when the risk has been accepted is called a contingency plan
13. A minor risk that remains after the risk response strategy has been implemented is called a
residual risk whereas a risk that occurs as the result of implementing risk response strategy is
called a secondary risk
14. A fall back plan is developed when a selected risk strategy is not fully effective or if risk has a
high impact
15. Management reserves are used to provide funding for the ‘unknown’ unknowns of a project –
while contingency reserves are used to handle the known unknowns
16. An unplanned response to risk in which no contingency plan exists is called a workaround
17. A risk response the is used for both positive and negative risks is called accept
18. A statistical modeling tool used to create cumulative distributions and what-if scenarios is called
a Monte Carlo analysis
19. A risk information gathering technique that collects as many ideas as possible is called
brainstorming
20. A document that describes how you will manage and plan your risk responses is called a risk
management plan
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-12
Chapter Twelve Memory Check
1. Several disadvantages of centralized contracting is that the procurement lead may be working
on multiple projects so it may be difficult for the PM to obtain help
2. The five elements of a contract are offer, acceptance, capacity, consideration, and legal purpose
3. One of the key tools in the Plan Procurements process that analyzes whether to do the work in
house versus having a third party provide the product or service is called a make-or-buy analysis
4. Some advantages of decentralized contracting are that the PM has easier access to procurement
expertise and that the procurement manager has more loyalty to the project
5. The three fundamental procurement statements of work types are; performance, functional,
and design
6. Two forms of non-competitive procurement are called sole source, and single source
7. A non-legally binding document in which the buyer states they intend to hire the seller is called
a letter of intent
8. Another term for a teaming agreement is called a joint venture
9. The three basic forms of contract are fixed price, cost reimbursable, and time and materials
10. The concept of lifecycle costing addresses the total cost of ownership of a product or service
11. The key outputs of the Conduct Procurements process is the procurement contract award and
selected sellers
12. The prime contractor can use sub-contractors. Since the sub is contracted to the Prime and not
to the buyer, the buyer has no contractual control over the sub. This is called privity
13. The point of total assumption occurs on fixed price incentive fee contracts in which the seller
assumes all additional costs for delivering a product of the project
14. The RFP is best used for a cost reimbursable contract while the IFB or RFB is best used for a
fixed price contract
15. The key output of the Plan Procurements process is the procurement statement of work
16. A bidder’s conference invites all bidders to a Q&A session in which bidders can ask clarifying
questions regarding the buyers RFP
17. A screening system establishes minimum criteria to eliminate non-qualified vendors
18. Fait Accompli, deadline, missing man and limited authority are all examples of contract
negotiation tactics
19. A weighting system is usually implemented as a grid that lists all the proposal criteria and
assigns a numeric weight each of the criteria
20. Contract closure always occurs before administrative closure when completing a project or
project phase
21. Force majeure, assignment, escrow, time is of the essence, retainage and confidentiality are all
contract elements generally grouped in a category called terms and conditions
22. A key output of the Control Procurements process is change requests
23. A contract change control system defines the process by which procurements can be modified
24. Technical Capability, management approach and technical approach are some of the elements
that are assessed in vendor evaluation criteria
© 2009-2013 Richard Perrin – Evolutionten Skillware | : Memory Check Answers 17-13
Chapter 13 Memory check
1. The three 'I's' of stakeholders are influence, involvement, and importance.
2. The key and only output of the identify Stakeholders process is the stakeholder register.
3. Stakeholder engagement levels are __unaware, resistant, neutral, supportive, and leading.
4. Stakeholder current and desired level of engagement can be captured in a stakeholder
engagement assessment matrix.
5. Control stakeholder engagement has as the key output,_work performance information.
6. Classes of stakeholder that include power, urgency and legitimacy is described in something
called the _Salience model.
7. A key output of Manage Stakeholder Engagement process is an issue log.
8. Interpersonal skills and management skills are both _tools and techniques of Manage
Stakeholder Engagement
9. The key tool and technique of Identify Stakeholders is _stakeholder analysis.
10. The process of monitoring overall stakeholder relationships is called _Control Stakeholder
Engagement.
11. Identify Stakeholders is the process of identifying all individuals or organizations that can be
positively or negatively impacted by the project
12. Identifying all potential stakeholders, their potential impact on the project and assessing how
key stakeholders may respond to specific situations is called stakeholder analysis
13. The stakeholder register includes all information about the stakeholder including their power,
impact, and influence level on the project
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