<?xml version='1.0' encoding='UTF-8'?><rss xmlns:atom="http://www.w3.org/2005/Atom" xmlns:openSearch="http://a9.com/-/spec/opensearchrss/1.0/" xmlns:blogger="http://schemas.google.com/blogger/2008" xmlns:georss="http://www.georss.org/georss" xmlns:gd="http://schemas.google.com/g/2005" xmlns:thr="http://purl.org/syndication/thread/1.0" version="2.0"><channel><atom:id>tag:blogger.com,1999:blog-4300993210948077827</atom:id><lastBuildDate>Mon, 03 Nov 2025 11:17:33 +0000</lastBuildDate><category>PMP Tutorials</category><category>Diff Between PMBOK 3rd and 4th Edition</category><category>PMP Tips</category><category>PMP Exam Sample Questions</category><category>PMP General</category><category>PMP Lessons</category><category>PMP Mock Exam Links</category><title>PMP Study Notes - PMP Preparation</title><description>This site contains information for your preparation of PMI&#39;s PMP (Project Management Professional) certification exam.</description><link>http://pmpstudynotes.blogspot.com/</link><managingEditor>noreply@blogger.com (Unknown)</managingEditor><generator>Blogger</generator><openSearch:totalResults>49</openSearch:totalResults><openSearch:startIndex>1</openSearch:startIndex><openSearch:itemsPerPage>25</openSearch:itemsPerPage><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-6517468349464551795</guid><pubDate>Fri, 01 Oct 2010 17:59:00 +0000</pubDate><atom:updated>2013-05-14T03:54:27.036-07:00</atom:updated><title>PMP Exam -  Lesson learned</title><description>&lt;div dir=&quot;ltr&quot; style=&quot;text-align: left;&quot; trbidi=&quot;on&quot;&gt;
&lt;strong&gt;PMP - A Lesson Learned&lt;/strong&gt;&lt;br /&gt;
&lt;script src=&quot;http://tweetmeme.com/i/scripts/button.js&quot; type=&quot;text/javascript&quot;&gt;&lt;/script&gt; &amp;nbsp; &amp;nbsp; &lt;br /&gt;
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how to pass the PMP ? How to become a PMP ? How to get PMP ?:&lt;br /&gt;
&lt;li&gt;As PMP needs a specific amount of Project Management experience as eligibility criteria, do first check up on the experience required and see if you qualify. &lt;/li&gt;
&lt;br /&gt;
&lt;li&gt;A secondary degree (high school diploma, associate’s degree, or the global equivalent) with at least five years of project management experience, with 7,500 hours leading and directing projects and 35 hours of project management education.&lt;/li&gt;
OR&lt;br /&gt;
A four-year degree (bachelor&#39;s degree or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education&lt;br /&gt;
&lt;li&gt;&lt;a href=&quot;http://www.techfaq360.com/get_online_pdu.jsp&quot; target=&quot;_blank&quot;&gt;&lt;span style=&quot;color: blue;&quot;&gt;Get 35 contact hours online for PMP application&lt;/span&gt;&lt;/a&gt;&lt;br /&gt;
&lt;li&gt;This is a tough exam and will require dedication, focus, determination and money to complete it. See if you can spare the 100 to 200 hours of study required in your busy schedule. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;When you want to start your PMP journey, the first thing you need to do is to join PMI. This is not mandatory but no harm done in doing so. Think of it as something more to write in the resume. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;Join any Yahoo group. The Yahoo groups I joined were &lt;a href=&quot;http://finance.groups.yahoo.com/group/pmpbest/&quot;&gt;pmpbest&lt;/a&gt;, &lt;a href=&quot;http://finance.groups.yahoo.com/group/PMPExamForum/&quot;&gt;PMPExamForum &lt;/a&gt;, PMP-PREP and &lt;a href=&quot;http://finance.groups.yahoo.com/group/PMPCert/&quot;&gt;PMPCERT&lt;/a&gt;. Both are filled with knowledgable individuals and well moderated. Keep discussing about the doubts you have on them and share your know-how too. Remember to adhere to PMI guidelines while interacting here. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;&lt;strong&gt;Read the PMBOK for first time&lt;/strong&gt;. The first time this will seem like reading a dictionary, but grin and bear it to understand the scope of the PMBOK. Just read it and store some facts in your head. Don’t try to make complete sense of what is written in it yet. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;&lt;strong&gt;Register in a course for the contact hours required&lt;/strong&gt;. I went for the lowest cost option and hence went in for &lt;a href=&quot;http://www.premiumcast.com/vp/0/14026/10247/&quot;&gt;&lt;span style=&quot;color: blue;&quot;&gt;PMPrepcast&lt;/span&gt;&lt;/a&gt; .Start accumulating the contact hours from the course. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;&lt;strong&gt;Start the practice exams&lt;/strong&gt;. Practice exams you can get from &lt;strong&gt;&lt;a href=&quot;http://techfaq360.com/pmp_4thedition.jsp&quot;&gt;&lt;span style=&quot;color: blue;&quot;&gt;techfaq360.com&lt;/span&gt; &lt;/a&gt;&lt;/strong&gt; This is very good and questions are like actual PMP exam. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;&lt;strong&gt;Start reading &lt;span style=&quot;color: blue;&quot;&gt;PMP Exam Prep (4th Edition) by Rita Mulcahy&lt;/span&gt;. &lt;/strong&gt;The importance of this book cannot be stressed enough.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;Once you get the approval letter from PMI, read PMBOK for the second time. Now if you have really read through Rita’s book, you will start understanding the details of the PMBOK. After PMBOK read Rita&#39;s book again. Stress on the LIFE CYCLE game.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;If you are assured about your studying upto now, go ahead and register for the exam and fix up a date. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;Read the PMBOK for the final time. While reading PMBOK for the final time, do take notes (on paper, plastic, napkins, computer, whatever) about the concepts you are still not clear about. Read Rita&#39;s book for the final time and attend techfaq360.com final mock exams to see to it that now you have understood .&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;On the exam day, re-read the notes you made and appear for the exam. Focus on the ultimate objective. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;
&lt;li&gt;Clear the exam and enjoy!!!&lt;/li&gt;
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</description><link>http://pmpstudynotes.blogspot.com/2010/10/pmp-exam-lesson-learned.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>4</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-3750947061979802711</guid><pubDate>Tue, 14 Apr 2009 09:49:00 +0000</pubDate><atom:updated>2011-12-31T01:09:32.465-08:00</atom:updated><title>PMP Exam - A Lesson Learned</title><description>&lt;strong&gt;Collection of 11 Lesson Learned&lt;/strong&gt;&lt;br /&gt;&lt;script type=&quot;text/javascript&quot; src=&quot;http://tweetmeme.com/i/scripts/button.js&quot;&gt;&lt;/script&gt; &amp;nbsp; &amp;nbsp; &lt;br /&gt;&lt;a name=&quot;fb_share&quot; type=&quot;button_count&quot; href=&quot;http://www.facebook.com/sharer.php&quot;&gt;Share&lt;/a&gt;&lt;script src=&quot;http://static.ak.fbcdn.net/connect.php/js/FB.Share&quot; type=&quot;text/javascript&quot;&gt;&lt;/script&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt; # 0 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;how to pass the PMP ? How to become a PMP ? How to get PMP ?:&lt;br /&gt;&lt;br /&gt;&lt;li&gt;As PMP needs a specific amount of Project Management experience as eligibility criteria, do first check up on the experience required and see if you qualify.&lt;br /&gt;&lt;br /&gt;&lt;li&gt;This is a tough exam and will require dedication, focus, determination and money to complete it. See if you can spare the 100 to 200 hours of study required in your busy schedule. &lt;br /&gt;&lt;br /&gt;&lt;li&gt;When you want to start your PMP journey, the first thing you need to do is to join PMI. This is not mandatory but no harm done in doing so. Think of it as something more to write in the resume. &lt;br /&gt;&lt;br /&gt;&lt;li&gt;Join any Yahoo group. The Yahoo groups I joined were &lt;font color=blue&gt; &lt;A HREF=&quot;http://finance.groups.yahoo.com/group/pmpbest/&quot;&gt;pmpbest&lt;/A&gt;, &lt;A HREF=&quot;http://finance.groups.yahoo.com/group/PMPExamForum/&quot;&gt;PMPExamForum &lt;/A&gt;,&lt;a href=&quot;http://groups.yahoo.com/group/PMP_FOURTH_EDITION/&quot;&gt;PMP_FOURTH_EDITION&lt;/a&gt;,&lt;a href=&quot;http://groups.yahoo.com/group/PMHub/&quot;&gt;PMHub&lt;/A&gt;, PMP-PREP and &lt;a href=&quot;http://finance.groups.yahoo.com/group/PMPCert/&quot;&gt;PMPCERT&lt;/a&gt;. &lt;/FONT&gt;Both are filled with knowledgable individuals and well moderated. Keep discussing about the doubts you have on them and share your know-how too. Remember to adhere to PMI guidelines while interacting here. &lt;br /&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;Read the PMBOK for first time&lt;/strong&gt;. The first time this will seem like reading a dictionary, but grin and bear it to understand the scope of the PMBOK. Just read it and store some facts in your head. Don’t try to make complete sense of what is written in it yet. &lt;br /&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;Register in a course for the contact hours required&lt;/strong&gt;. Your local provider can provide you 35 contact hours.&lt;br /&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;&lt;font color=blue&gt;Start reading &lt;/font&gt; PMP Exam Prep (4th Edition) by Rita Mulcahy and PMPBOK 4th Edition. &lt;/strong&gt;.&lt;br /&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;&lt;font color=blue&gt;Start the practice exams&lt;/font&gt;&lt;/strong&gt;. Practice exams you can get from &lt;strong&gt;&lt;font color=blue&gt;&lt;a href=&quot;http://www.techfaq360.com&quot;&gt;techfaq360.com &lt;/a&gt; &lt;/font&gt;, Head First, Oliver Lehman &lt;/strong&gt; &lt;br /&gt;&lt;br /&gt;&lt;li&gt;Once you get the approval letter from PMI, read PMBOK for the second time. Now if you have really read through Rita’s book, you will start understanding the details of the PMBOK. After PMBOK read Rita&#39;s book again. Stress on the LIFE CYCLE game.&lt;br /&gt;&lt;br /&gt;&lt;li&gt;If you are assured about your studying upto now, go ahead and register for the exam and fix up a date. &lt;br /&gt;&lt;br /&gt;&lt;li&gt;Read the PMBOK for the final time. While reading PMBOK for the final time, do take notes (on paper, plastic, napkins, computer, whatever) about the concepts you are still not clear about. Read Rita&#39;s book for the final time and attend techfaq360.com final mock exams to see to it that now you have understood .&lt;br /&gt;&lt;br /&gt;&lt;li&gt;On the exam day, re-read the notes you made and appear for the exam. Focus on the ultimate objective. &lt;br /&gt;&lt;br /&gt;&lt;li&gt;Clear the exam and enjoy!&lt;br /&gt;&lt;br /&gt;##################################################################&lt;br /&gt;Todays update from PMPExamForum forum : Mon Dec 27, 2010 8:30 pm &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;a href=&quot;http://finance.groups.yahoo.com/group/PMPExamForum/message/14424&quot;&gt;http://finance.groups.yahoo.com/group/PMPExamForum/message/14424&lt;/a&gt;&lt;br /&gt;&lt;br /&gt;Hi Guys,&lt;br /&gt; &lt;br /&gt;I have successfully completed PMP certification. I was preparing for it since last 4 month and finally manage to wrap it with happy ending :)&lt;br /&gt; &lt;br /&gt;I took around three hrs to go through 200 questions. In remaining one hour I went through marked questions and revisited some question where I was not sure about answer.&lt;br /&gt; &lt;br /&gt;Very few calculation based questions were there so no needs to worry for time taking calculations.&lt;br /&gt; &lt;br /&gt;Most of the question were concept based so no need to remember Input , TT and output however good understanding is very much required.&lt;br /&gt; &lt;br /&gt;I initially went though PMBOK once and tried a question set; I got a poor score which de motivated me however then I went through Rita PMP book which worked as ambrosia. I read PMBOK again and then started getting good concept. &lt;br /&gt;I have given multiple tests which helped me a lot ( Names are given below )&lt;br /&gt; &lt;br /&gt;PMStudy.com&lt;br /&gt;www.techfaq360.com&lt;br /&gt;200 questions from head first&lt;br /&gt; &lt;br /&gt;Question were more intended to indentify the Project manager characteristics so along with study it is very important to build and pursue those characteristics.&lt;br /&gt; &lt;br /&gt;Thanks to all for your support and honest contribution.&lt;br /&gt; &lt;br /&gt; &lt;br /&gt;Regards&lt;br /&gt;Vishal Krishna, PMP&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;###################################################################&lt;br /&gt;&lt;br /&gt;&lt;a href=&quot;http://finance.groups.yahoo.com/group/PMPExamForum/message/10880&quot;&gt;http://finance.groups.yahoo.com/group/PMPExamForum/message/10880&lt;/a&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;By georges clment nama &lt;namahfr@...&gt; &lt;br /&gt;namahfr &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;THE PMP EXAM TODAY &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Dear Fellows,&lt;br /&gt; &lt;br /&gt;I am delighted to inform you that I cleared my PMP exam two hours ago.&lt;br /&gt; &lt;br /&gt;LLs:&lt;br /&gt; &lt;br /&gt;1-Put your entire trust in God and do not rely in your intellectual capabilities&lt;br /&gt; &lt;br /&gt;2- I started preparing (just &quot;jogging&quot;) for the exam on May 29th, 2009, I really started the marathon one month ago after my audit was cleared by PMP. The key is to be committed to your study and keep stuck to your study plan. &lt;br /&gt; &lt;br /&gt;3- Took hundreds and hundreds of free sample questions and 5 entire simulated 4-hour exams.&lt;br /&gt;My score progress report went from 44% (3 months ago) to 85% yesterday, the day before the exam. Websites used: PM Study, PM-abc, Olivier Lehmann, TechFaq360, PM-best, Velociteach.&lt;br /&gt; &lt;br /&gt;4- I Strongly and aggressively recommend (1) Mr Cornelius Fitchner&#39;s PM Prepcast lectures along with his formula guide and the invaluable resources from his websites, and (2) Mr. Andy Crowe&#39;s Prep Book (the book comes with a key giving you a one week access to his website Velociteach where you can watch his videos lectures and practice simulated exams). &lt;br /&gt; &lt;br /&gt;4- practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice, practice SAMPLE QUESTIONS!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!&lt;br /&gt; &lt;br /&gt;5- I found the real exam to have a level of difficulty 2 or 3 times higher that the most difficult sample exams. &lt;br /&gt; &lt;br /&gt;I would like thank all the members of this forum who provided their LLs and many tips about the exam.&lt;br /&gt; &lt;br /&gt;Georges &lt;br /&gt; &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;####################################################################&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#1 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;a href=&quot;http://projectmanagement.ittoolbox.com/groups/career/projectmanagement-career/passed-pmp-how-to-prepare-for-pmp-2841911&quot;&gt;http://projectmanagement.ittoolbox.com/groups/career/projectmanagement-career/passed-pmp-how-to-prepare-for-pmp-2841911&lt;/a&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Passed PMP -How to prepare for PMP&lt;br /&gt;Asked by radukc on 6/28/2009 12:10 PM&lt;br /&gt;Hi All,&lt;br /&gt;I passed PMP today (first attempt) after several months since I started to study. I would like to thank to everyone who posted PMP study ideas on this forum.&lt;br /&gt;I would like to share few things too:&lt;br /&gt;-I read PMBOK once and a half :).&lt;br /&gt;-I read the Exam Guide by Joseph Phillips and another Exam prep book from a local library.&lt;br /&gt;-I made about 1400 questions (exam questions from the 2 books, PMStudy and some other freely available: Head First, Oliver Lehman, techfaq360.com). I made Head First once more in the last days before exam.&lt;br /&gt;-listened twice PMprepcast by Cornelius Flitcher&lt;br /&gt;-it is a very good idea to register for the exam (let&#39;s say in 2 months once you feel you will need 2 months to be ready) - this will motivate you a lot and keep you on track with your study plan :)&lt;br /&gt;Thanks,&lt;br /&gt;Radu&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;h2&gt;Collections of Lesson Learned from PMPExamForum and pmpbest yahoo groups &lt;/h2&gt;&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#2 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/PMPExamForum/message/10674&lt;br /&gt;&lt;br /&gt;On Mon, Aug 17, 2009 at 8:42 AM, Janaki Krishnan &lt;jkrishn4@yahoo. com&gt; wrote:&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Passed PMP yesterday &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Hello All -&lt;br /&gt;&lt;br /&gt;I have been a passive member of this group for the past 8 weeks and wouldn&#39;t have passed my PMP without the help from this group.&lt;br /&gt;&lt;br /&gt;I am a PM and have been reluctant about writing PMP for the past 4 years. Last year, I paid the fees and scheduled my exam for the first time in November. Work got busy and I kept postponing my exam from then on and couldn&#39;t postpone it any further than August 15th as my eligibility was expiring today. To make matters worse, the PMBOK edition changed as well and I had no option left.&lt;br /&gt;&lt;br /&gt;What worked for me:&lt;br /&gt;&lt;br /&gt;1. The first thing I did was to sign up for this forum.&lt;br /&gt;2. I was already familiar with the process areas due to my PM experience; however, the PMBOK methodology is very involved and I had to retool myself to think the PMBOK way.&lt;br /&gt;3. I bought Rita&#39;s PMP prep book as well the formula guide from Cornelius. On second thought, I should have invested in the PMP prepcast. Rita&#39;s book helped me understand PMBOK better, but I was not too crazy about the tone of the book. Also, at times, I found that she did not cover all the PMBOK material.&lt;br /&gt;4. The formula guide gave me very good confidence about all the mathematical stuff needed.Cornelius has done a phenomenal job with it and I was amazed at how thorough it was. I highly recommend it.&lt;br /&gt;5. Tons and Tons of thanks to Fai and Harwinder for their insights and valuable tips on everything. Special thanks to Harwinder&#39;s blog, I decided to buy the formula guide based on his rating. Please do not stop contributing to this forum. I was successful only because of you guys. &lt;br /&gt;6. In my personal experience, I found the exam a little easier than the practice stuff I used. PM study free exam came very close to the exam format.&lt;br /&gt;7. One thing to keep in mind is that PMBOK is the bible and any prep material should be considered as a tool to understand the PMBOK.&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Practice Material used:&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;1. Google PMP Question bank. This was a little tough at times. Depending on what I did not know, I would go back and review the concepts.&lt;br /&gt;2. Cornelius questions from the formula guide for all formulae.&lt;br /&gt;3. Oliver Lehman&lt;br /&gt;4. PM Study&lt;br /&gt;5. Techfaq360&lt;br /&gt;6. Headfirst PMP 3rd edition practice exam&lt;br /&gt;&lt;br /&gt;What I would do differently:&lt;br /&gt;&lt;br /&gt;1. Try more sample questions.&lt;br /&gt;2. I really wish I had spent less time studying the PMP prep material and had spent more time on the PMBOK.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#3 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/PMPExamForum/message/10580&lt;br /&gt;&lt;br /&gt;Hello everyone,&lt;br /&gt;&lt;br /&gt;I passed my PMP certification exam yesterday.&lt;br /&gt;I can comfortably say that my preparation were on the mark for the exam. I did&lt;br /&gt;the following in preparation for the exam:&lt;br /&gt;&lt;br /&gt;1. Became member of PMI as well as Huston Chapter&lt;br /&gt;2. Attended 4 day PMP Exam prep course by PMI Houston chapter from June 22-25.&lt;br /&gt;(Actually conducted by PMOTOGO)&lt;br /&gt;3. Prepared my online application.&lt;br /&gt;4. Purchased Rita Mulcahy PMP exam prep book, Flash cards and PM FASTrack&lt;br /&gt;simulation package for $499.&lt;br /&gt;5. Purchased PMBOK processes and terminologies audio (mp3 downloads)&lt;br /&gt;6. Read Rita Mulcahy PMP exam prep book along with PMBOK first round, took one 4&lt;br /&gt;hr test on simulation software. (Scored 68%)&lt;br /&gt;7. Read Rita Mulcahy PMP exam prep book without PMBOK second round, took one 4&lt;br /&gt;hr on simulation software. (Scored 78%)&lt;br /&gt;8. Listened to audio files 2-3 times while driving and while working out in the&lt;br /&gt;Gym.&lt;br /&gt;9. Read Project Management Institute, Code of Ethics and Professional Conduct.&lt;br /&gt;10. Took the exam and passed with better result than I expected.&lt;br /&gt;&lt;br /&gt;What helped?&lt;br /&gt;1. Rita Mulcahy PMP exam prep book, especially the 30-40 question tests at the&lt;br /&gt;end of every chapter. This book really prepares you for the exam.&lt;br /&gt;&lt;br /&gt;What did not help?&lt;br /&gt;1. Flash cards (I did not find them easy to use, hence did not even use)&lt;br /&gt;&lt;br /&gt;2. PM FASTrack simulation. At least 30-40% of the questions you would have done&lt;br /&gt;from the book itself. Even after online update, I doubt there are enough&lt;br /&gt;databases of questions to justify the price.&lt;br /&gt;&lt;br /&gt;Overall, from Mid June to Aug 7th. I completed the entire process of becoming a&lt;br /&gt;member to getting certified as PMP.&lt;br /&gt;&lt;br /&gt;Hope my input will help.&lt;br /&gt;Wish you all the best. Please feel free to write, if I can be of any help.&lt;br /&gt;&lt;br /&gt;Regards&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#4 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/pmpbest/message/7863&lt;br /&gt;&lt;br /&gt;Passed PMP &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Dear Group,&lt;br /&gt;&lt;br /&gt;I passed PMP on Feb-28. I&#39;m silent member of this group. I thank all PMP&#39;s who are guiding PMP aspirants.&lt;br /&gt;&lt;br /&gt;My preparation:&lt;br /&gt;Study Guides:&lt;br /&gt;1. PMPREPCAST- I got 35 contact Hrs through this. I highly recommend this. I gained a lot if benefit. I heard all the long till exam.&lt;br /&gt;2. Andy Crowe- How to pass PMP on your first try. I highly recommend this book. This books makes PMBOK very clear and one can rely on this book for exam preparation. I read twice.&lt;br /&gt;3. Head1st PMP. I highly recommend this book. The presentation in this book is really good. Couple of topics(Quality and RISK) I referred from this book for solid understanding. &lt;br /&gt;4. Rita Mulachy PMP exam prep. I referred this book and felt that I�m not qualified to become PMP as it seems to very tough (It�s not really). I felt presentation in the material is bit complex. I recommend this book for bravehearts &lt;br /&gt;I went through the chapter wise exams in the book and I really appreciate the book the way it makes to think answering from PMP exam point. I recommend PMP aspirants to attempt the chapter wise exams to get the way how PMI expects one to think to become PMP.&lt;br /&gt;5. Last but not least PMBOK guide. I read twice. Don�t forget to read glossary. It�ll help you as flash cards.&lt;br /&gt;Sample Exams&lt;br /&gt;1. Chapter wise exams of Kim Heldman and PMI from pmi.org (I�m a PMI member). To gain the understanding of concepts. Kim exams are tough though. They scared me.&lt;br /&gt;&lt;br /&gt;Exam:&lt;br /&gt;&lt;br /&gt;1. I did not get any questions based on negations (except, not etc)as we see in sample questions&lt;br /&gt;&lt;br /&gt;2. I got very less questions on earned value&lt;br /&gt;&lt;br /&gt;3. Over all exam is not easy ..but not very tough.&lt;br /&gt;&lt;br /&gt;4. I took 3:30 hrs to complete the exam.&lt;br /&gt;&lt;br /&gt;5. End of Exam showed me Congratulations , which is the most happy and unbelieveable moment&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Highly recommended Sample tests, I got really benefited&lt;br /&gt;1. http://www.pmstudy.com/verifyLogin1.asp (free membership)&lt;br /&gt;2. http://www.passpm.com/account/login (free membership..but expires in 2 or 3 days)&lt;br /&gt;3. 200 Sample questions from pm-best.com&lt;br /&gt;4. http://www.techfaq360.com/subjecttest.jsp?catId=45637&amp;index=0&lt;br /&gt;5. http://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm &lt;br /&gt;6. http://www.headfirstlabs.com/PMP/pmp_exam/v1/quiz.html&lt;br /&gt;7. http://www.oliverlehmann.com/contents/free-downloads/175_PMP_Sample_Questions.pdf&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Best of Luck for all PMP aspirants.&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#5 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;All,&lt;br /&gt;&lt;br /&gt;Thanks to everyone in the group.Please find summary of my experience for PMP Exam preparation.&lt;br /&gt;&lt;br /&gt;Preparation Duration&lt;br /&gt;6 months from inception of idea till I passed the exam on 13 Jan&#39;09. It could have been done sooner (by at least 2-3 months) maintaining focus throughout.&lt;br /&gt;&lt;br /&gt;Reading&lt;br /&gt;HeadFirst - Started with this book before attending PMP training classes.&lt;br /&gt;Subscription - Group pmpbest@yahoogroups.com , it has good material and experience sharing.&lt;br /&gt;PM BOK - Skimmed through the book, used pen/highlighter to mark areas in book to revisit and pay more attention to. Re-read it after started taking mock exams.&lt;br /&gt;Training - Mostly theoretical but engaging in a discussion with some background knowledge from earlier readings is helpful in digesting some of concepts.&lt;br /&gt;Rita M. - It&#39;s a good book. If I had gone through this book end to end , could helped me score little better.&lt;br /&gt;&lt;br /&gt;Questions &lt;br /&gt;- Rita&#39;s Fast Track&lt;br /&gt;- Questions/Exercise from books available in Books24X7. &lt;br /&gt;- PM Study, Olivermann&#39;s , HeadFirst, techfaq360 etc. &lt;br /&gt;- Questions dumps from pmpbest yahoo group and other pmp websites.&lt;br /&gt;Plan well around when to take full length exam and when to take smaller ones.Highlight the areas of strengths and weaknesses. Prepare notes after mock exam results.&lt;br /&gt;&lt;br /&gt;Important&lt;br /&gt;- Memorize ITTOs , they are backbone of PMP exam: Mnemonics + Mind Maps + Story building + Making last minutes notes. Whichever one makes sense or used in college/school days. I used them all.&lt;br /&gt;- Build patience of sitting 4 hours. Then review answers of correct as well incorrect answers.&lt;br /&gt;- Earned value numerical questions would definitely be there in exam. Remember formulas!&lt;br /&gt;&lt;br /&gt;Word of Advice&lt;br /&gt;There is no single braindump exam which covers all the questions of PMP exam so prepare and understand well the concepts. &lt;br /&gt;Revise , Revise , Revise! It&#39;s easy to forget or mix and match ITTOs. A good revising strategy would be helpful.&lt;br /&gt;&lt;br /&gt;Exam Exp&lt;br /&gt;Studied quick notes prepared during prep, glanced at ITTOs.&lt;br /&gt;Scheduled the exam in morning. Took two breaks. Maintained concentration throughout ....deep breathing and closing eyes for few seconds helps avoid strain.&lt;br /&gt;Started the exam slow and picked up pace later. Completed the exam and 3 hours 15 mins and reviewed marked questions (appx 35).&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;All the best,&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#6 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/pmpbest/message/7751&lt;br /&gt;&lt;br /&gt;I was a silent observer long time. Passes PMP.&lt;br /&gt;&lt;br /&gt;LL&lt;br /&gt;&lt;br /&gt;study PMBOK book 3-4 times&lt;br /&gt;&lt;br /&gt;study Rita Mulcahy&#39;s book 1 to 2 times&lt;br /&gt;&lt;br /&gt;Don&#39;t practice too many questions, practice around 1000 qns good&lt;br /&gt;enough.&lt;br /&gt;&lt;br /&gt;Become PMI member ASAP. As the portal has lots of valuable stuffs&lt;br /&gt;make use of it.&lt;br /&gt;&lt;br /&gt;1. Go to &gt; eReads &amp; Referance : Lots of stuffs / sample questions /&lt;br /&gt;books available for us to read . Make the best use of it&lt;br /&gt;&lt;br /&gt;2, Go to PMI.org &gt; Resources &gt; Community Post Archive: Learn the&lt;br /&gt;Quick Quiz&lt;br /&gt;Every issue has one quiz learn it.&lt;br /&gt;&lt;br /&gt;All the best&lt;br /&gt;Esakki sankar&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#7 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/pmpbest/message/7927&lt;br /&gt;&lt;br /&gt;Passed PMP &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Hi All,&lt;br /&gt;I have been a silent memeber of this group. I was reading all the Q&amp;A and the&lt;br /&gt;useful tips that is shared in this group.&lt;br /&gt;I passed my PMP exam on 13th march .&lt;br /&gt;I thank you all for sharing the useful information on this forum.Now its my turn&lt;br /&gt;to share the lesson learned&lt;br /&gt;&lt;br /&gt;I read the PMBOK and Rita&#39;s book twice&lt;br /&gt;I did a lot of online exams (techfaq360).&lt;br /&gt;I have been preparing for last 3 months but efficient time was only when i took&lt;br /&gt;10 days off otherwise for the last 2 months it was more of an effort juggling&lt;br /&gt;office work and studies&lt;br /&gt;I would say that I did not find the exam to be easy or too straight.&lt;br /&gt;Reading PMBOK line by line is necessary but still there were question when you&lt;br /&gt;had to think and use your own judgement&lt;br /&gt;&lt;br /&gt;So this is all from my side.&lt;br /&gt;Wishing good luck to all the aspiring PMP&#39;s&lt;br /&gt;&lt;br /&gt;Best Regards&lt;br /&gt;Anju&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#8 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/pmpbest/message/7747&lt;br /&gt;&lt;br /&gt;Hi Friends&lt;br /&gt;&lt;br /&gt;I&#39;m glad to inform you that I passed my exam today.I&#39;m sending this note to encourage any potential candidate to go for the exam if they did not make at first attempt, because I did not pass at 1st attempt due to the reasons i will itemise below in my lesson learnt.I will not forget to thank my friend all the way from pakistian that kept calling me and encouraging me in Africa when I failed in my 1st attempt.Thanks Baaqri SRA, he is a resourceful member of this forum.Thanks once again you have exhibited one of code of condut of PMI very well.&lt;br /&gt;&lt;br /&gt;My Lesson Learnt&lt;br /&gt;&lt;br /&gt;1 Never &#39;crash&#39; PMP exam due to your tight schedule--I took PMP in my 1st attempt like any other exam that I had done in the past.But I was dazed when I saw my performance. I read Cross WInd ,Tony Johnson from cover to cover like Novel.It was not enough.&lt;br /&gt;&lt;br /&gt;2.I discovered that Tony Johnson&#39;s book is a good book but it&#39;s not enough to pass the exam.Rita approach is the PMI approach and PMI style of wording the questions.Read Rita book and understand it.If you don&#39;t have money to buy more of Rita&#39;s questions and answers, those ones in the book are sufficient.&lt;br /&gt;&lt;br /&gt;3.Never cram any of those input,output, tools and technique, you only need to know what each of these ITTO will do.They willl hardly come simple.They will come in a scenario like form.Just know what they do.&lt;br /&gt;&lt;br /&gt;4.Calculation questions are bonus, they are not complex.Just know the relationship and be able to substitue the right value.&lt;br /&gt;&lt;br /&gt;5.You can&#39;t be inconsistent in your preparation. I took some time off official work to really Identify what I did wrong.And I was able to discover that I concentrated in more in some procees area than other.&lt;br /&gt;&lt;br /&gt;6.Goodnews if you don&#39;t know before, if you&#39;re a member I think you will only pay $275 for your resit.I paid $275.&lt;br /&gt;&lt;br /&gt;8.Remember &#39;almost&#39; and &#39;I will&#39; can&#39;t hit the target.Take the bold step with adequate preparation you will make it.&lt;br /&gt;&lt;br /&gt;Feel free to ask me for more information, I will be glad to share knowledge.&lt;br /&gt;&lt;br /&gt;My Regards,&lt;br /&gt;&lt;br /&gt;Oluwatomi &#39;Wande&lt;br /&gt;&lt;br /&gt;PMP,CISSP,CCNP, MCP.&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#9 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/pmpbest/message/7588&lt;br /&gt;&lt;br /&gt;Dear All,&lt;br /&gt;&lt;br /&gt;After dilly dallying for about 6 months, I finally took the plunge yesterday. I will let you know my experience and some of the types of question that I got as well as as some tips.&lt;br /&gt;&lt;br /&gt;Question types:&lt;br /&gt;1. Direct and indirect questions on Earn value - You HAVE to know this very very very well. (The 3 &#39;very&#39;s is intentional). There were about 7-8 queries which either were direct or had the terms mentioned in the options.&lt;br /&gt;2. I think there were 2 direct questions on T&amp;T. However a few questions were indirect.&lt;br /&gt;3. A few questions (I think there were 2) on the types of &quot;Power&quot; of the manager.&lt;br /&gt;4. Questions on Motivational theories.&lt;br /&gt;5. Questions on different organizations - matrix, composie balanced etc. There were some direct questions as well as some indirect ones. You need to understand with what org what power does the PM have.&lt;br /&gt;6. 1 question on critical path with calculations.&lt;br /&gt;7. 1 or 2 situational questions on communications.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;My experiences:&lt;br /&gt;1. I read through PMBOK and Rita in and out. But still then ended up making some mistakes.&lt;br /&gt;2. I referred 3 books apart from PMBOK - Rita, Kim Heldman and Headfirst. I though Headfirst is the easiest to read. I read it twice that too 2 months before the exam. However the questions mentioned in Headstart will probably fall in the &quot;easy&quot; category. I read Rita throroughly along with the queries. Kim Heldman - I tried the questions that came along with the CD. Also I tries lots of tests that appear in different websites.&lt;br /&gt;3. A booklet of total 8 pages was provided to me. There was some instructions at the top of the first page. I did not even read it.&lt;br /&gt;4. I took a break after answering about 80-90 questions. The next break was after I completed answering all the questions. I finished in almost 3 hours 10 minutes. The rest of the 45 minutes (the break was of 5 minutes) I thought I will revise. However, after 30 minutes I could hardly manage to keep myself going. I clicked the &quot;End&quot;. The application asked &quot;Are you sure ?&quot; - or something similar. I clicked &quot;Yes&quot;.&lt;br /&gt;5. Then came the most painful part. There were some 9 questions asking for my experience withe exam. I was just eager to know the result. I just kept clicking the first option.&lt;br /&gt;6. Then the most blissful part. It said I PASSED :&gt; The guy over there congratulated me and gave me a printout.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Tips for the exam:&lt;br /&gt;1. SLEEP WELL THE NIGHT BEFORE THE EXAM. I could not sleep during the night (although I tried). I could hardly concentrate looking at the screen after 2 hours. I believe I could have got at least 5 more questions right had I slept well the night before.&lt;br /&gt;2. Read the PMBOK thoroughly.&lt;br /&gt;3. DO NOT MISS THE DIAGRAMS of the PMBOK. Understand them and try to memorize the ones specially in chapters 1-4. &lt;br /&gt;4. Understand which process interacts with which other processes in what way, along with the diagrams, that way you will understand the ITTO questions more easily.&lt;br /&gt;5. Try as many practice questions as you can. Even if you know that none of them will appear in the exam, practice the sample questions as least 10 times. These practice questions will guide you to quickly answer the easier questions. There will be longer and harder queries in the exam which will take longer to answer.&lt;br /&gt;6. VERY CRITICAL INFORMATION - Remember the terms as defined in the PMBOK. I think Rita also says that. There WILL be terms which are very close or mean almost the same thrown in along with the terms mentioned in PMBOK. So be careful.&lt;br /&gt;7. During the exam, DO NOT THINK OF CHEATING. Some of the questions you will not be able to answer even if you are allowed to take the PMBOK with you. Most of the questions are meant to test your understanding not your memory (only about 10% of the questions test your memory).&lt;br /&gt;&lt;br /&gt;If you have any queries, do not hesitate to shoot me an e-mail.&lt;br /&gt;&lt;br /&gt;Regards&lt;br /&gt;Subhayan&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#10 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/pmpbest/message/7577&lt;br /&gt;&lt;br /&gt;Cleared PMP &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Hi All,&lt;br /&gt;&lt;br /&gt;I took and passed the exam on 1/27. I&#39;ve been a silent observer of this group where some conversations were useful. I used PMBOK &amp; Rita for preparation. I did questions from Rita Fastrack and some online questions, including HeadFirst 200 Q&#39;s.&lt;br /&gt;&lt;br /&gt;Here&#39;s my LL -&lt;br /&gt;&lt;br /&gt;Prepare your own notes&lt;br /&gt;Understand PMBOK as much as possible&lt;br /&gt;Do several questions (but not more than 1000)&lt;br /&gt;Understand ITTO (not necessarily memorize)&lt;br /&gt;&lt;br /&gt;In the exam - &lt;br /&gt;There were many straight Procurement ITTO questions&lt;br /&gt;Not many problem-solving questions (contrary to popular belief)&lt;br /&gt;Quite a few Quality tools questions&lt;br /&gt;Quite a few Risk chapter questions&lt;br /&gt;Some questions from Rita (only a few)&lt;br /&gt;Many questions I&#39;ve never seen anywhere&lt;br /&gt;The exam was evenly divided with easy, medium &amp; tough questions - prepare for the worst&lt;br /&gt;&lt;br /&gt;I hope these help. Let me know if you need any other information.&lt;br /&gt;&lt;br /&gt;Naveed, PMP.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;font color=&quot;red&quot; size=&quot;5&quot;&gt;#11 Lesson Learned&lt;/font&gt;&lt;br /&gt;&lt;br /&gt;http://finance.groups.yahoo.com/group/pmpbest/message/7431&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Passed PMP today &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Hi All,&lt;br /&gt;&lt;br /&gt;I cleared PMP today.&lt;br /&gt;&lt;br /&gt;Thanks to the contribution of this group in making it happen.&lt;br /&gt;&lt;br /&gt;My LL:&lt;br /&gt;&lt;br /&gt;I have been preparing for this exam for sometime, though my prep has been on and off. I started last year Oct, and was scoring over 75%, when I had to drop since I couldnt get the clearance to take the exam on time from my company (I work for IBM).&lt;br /&gt;&lt;br /&gt;Once my company cleared me, I appeared for the 40 contact hours at PMTI Bangalore last year in April . Again, I couldnt schedule exams since I had to travel onsite. Project commitments pushed the date and I finally scheduled exam on Jan 12 2009. &lt;br /&gt;&lt;br /&gt;Even though I started a while ago, I prepared from Dec 20 - spent upto 3 - 4 hours a day initially, stepping up the time in the last couple weeks to upto 6 hours a day.&lt;br /&gt;&lt;br /&gt;I used Rita to prepare - her process chart helped me a lot. I tried to order the process chart multiple times, to get the hang of the sequence. I also used Kim Heldman, PMBOK and Head First for reference exercises.&lt;br /&gt;&lt;br /&gt;I took lots of tests, online and paper based. Scored 75 in Oliver Lehmann&#39;s 75 questions, and 74% in pmstudy. 66% in passpm and 157/200 in PMTI.&lt;br /&gt;&lt;br /&gt;In the exam:&lt;br /&gt;&lt;br /&gt;At the center I was asked for two forms of ID, asked to sign in. Calculator is part of the exam (online calculator). You are not allowed to take any thing inside except your ID. All your personal items go into a locker. Would recommend keeping some mint and water handy in your locker, in case you need it. You cannot leave the test center, and no mobile calls / referring notes when you open your locker, so plan accordingly.&lt;br /&gt;&lt;br /&gt;There is a 15 minutes of tutorial, I used the time to do a brain dump. Didnt use much of it except CV, SPI, CVI and SV. It nevertheless acts as a refresher. I also wrote down the key sequence (like Ritas process chart) or all the phases.&lt;br /&gt;&lt;br /&gt;I finished the first pass of all questions with 2 hrs 15 mins to spare. I marked all sums for review (my sums were only CV, SV, CPI and SPI). There were calculations of EAC using BAC / CPI formula multiple times. I also marked additional questions which I wanted to revisit.&lt;br /&gt;&lt;br /&gt;When I completed one pass, I went over all the questions again, including the marked and unmarked ones, paying special attention to the marked questions. I completed this with over an hour to spare. I changed the answers for a few questions.&lt;br /&gt;&lt;br /&gt;After the second pass, I took a break - you have to sign out to take your break.&lt;br /&gt;&lt;br /&gt;Once I resumed the test and submitted the test, and voila - after s few tense moments and a survey later, Congratulations appeared on the screen.&lt;br /&gt;&lt;br /&gt;What kind of qs I got:&lt;br /&gt;&lt;br /&gt;I got a lot of situational questions covering the width and breadth of PMBOK. Several qs were from QC area. There were qs from Risk as well. In some cases, I was unable to judge whether qs belong to professional responsibility or another area.&lt;br /&gt;&lt;br /&gt;There were also a lot of straight forward and definition questions.&lt;br /&gt;&lt;br /&gt;What I did:&lt;br /&gt;&lt;br /&gt;I was off work from Dec 20.&lt;br /&gt;&lt;br /&gt;Concenterated and focused on at least 5 - 6 prep hours a day, in the final weeks.&lt;br /&gt;I prepared my own flash cards and practiced writing a lot of the flow charts / pictorial information in the PMBOK and Rita book. It reinforced my concepts.&lt;br /&gt;&lt;br /&gt;Did lots of tests - about 10% of the questions I got today in the exam I had already seen in one paper or another.&lt;br /&gt;&lt;br /&gt;Understand PMBOK thoroughly. PM experience is definitely a plus, but the knowledge of PMBOK is very important.&lt;br /&gt;&lt;br /&gt;Practice, practice, practice - you need to not only know the material, but also how to apply it. &lt;br /&gt;&lt;br /&gt;The last two days, I took three to four full lengh tests - to get an idea of the time, and situational questions, and mainly to condition myself to sit down for four straight hours.&lt;br /&gt;&lt;br /&gt;I hope my LLs will be useful to prospective candidates.&lt;br /&gt;&lt;br /&gt;cheers,&lt;br /&gt;Charu PMP&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;-- &lt;br /&gt;Thanks, &lt;br /&gt;&lt;br /&gt;Charuhasa Venkataraman</description><link>http://pmpstudynotes.blogspot.com/2009/04/pmp-exam-lesson-learned.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>2</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-2162004707670993170</guid><pubDate>Tue, 14 Apr 2009 09:46:00 +0000</pubDate><atom:updated>2009-04-19T21:59:37.051-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Procurement Management PMBOK 4th edition changes</title><description>Get details at &lt;a href=&quot;www.pmibaltimore.org/events/attachments/PMBOK_4e_090126.ppt&quot;&gt;www.pmibaltimore.org/events/attachments/PMBOK_4e_090126.ppt &lt;/a&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Project Procurement Management PMBOK 4th edition changes&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;Chapter 12 has consolidated six processes into four processes. Sections 12.1, Plan Purchases and Acquisitions and 12.2, Plan Contracting were combined to create 12.1, Plan Procurements. Sections 12.3, Request Seller Responses and 12.4, Select Sellers were combined to create 12.2, Conduct Procurements. Teaming Agreements were introduced. &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Chapter 12 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;12.1 Plan Purchases and Acquisitions &lt;br /&gt;12.2 Plan Contracting &lt;br /&gt;12.3 Request Seller Responses &lt;br /&gt;12.4 Select Sellers &lt;br /&gt;12.5 Contract Administration &lt;br /&gt;12.6 Contract Closure &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;&lt;br /&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;12.1 Plan Procurements &lt;br /&gt;12.2 Conduct Procurements &lt;br /&gt;12.3 Administer Procurements &lt;br /&gt;12.4 Close Procurements&lt;a href=&quot;www.pmibaltimore.org/events/attachments/PMBOK_4e_090126.ppt&quot;&gt;&lt;/a&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-procurement-management-pmbok.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-4198830991561286555</guid><pubDate>Tue, 14 Apr 2009 09:45:00 +0000</pubDate><atom:updated>2009-04-14T02:50:31.524-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Risk Management PMBOK 4th Edition Changes</title><description>&lt;strong&gt;Project Risk Management PMBOK 4th Edition Changes&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Chapter 11 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;11.1 Risk Management Planning &lt;br /&gt;11.2 Risk Identification &lt;br /&gt;11.3 Qualitative Risk Analysis &lt;br /&gt;11 .4 Quantitative Risk AnalysiS &lt;br /&gt;11.5 Risk Response Planning &lt;br /&gt;11.6 Risk Monitoring and Control &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;11.1 Plan Risk Management &lt;br /&gt;11.2 Identify Risks &lt;br /&gt;11.3 Perform Qualitative Risk Analysis &lt;br /&gt;11.4 Perform Quantitative Risk Analysis &lt;br /&gt;11.5 Plan Risk Responses &lt;br /&gt;11.6 Monitor and Control Risks</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-risk-management-pmbok-4th.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-4422824478130332443</guid><pubDate>Tue, 14 Apr 2009 09:43:00 +0000</pubDate><atom:updated>2009-04-14T02:50:31.524-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Communications Management PMBOK 4th Edition Changes</title><description>&lt;strong&gt;Project Communications Management PMBOK 4th Edition Changes&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;Chapter 10 has expanded the recognition and importance of stakeholders within projects. As most project teams cannot necessarily manage their stakeholders but can expect to influence them and their decisions, it was felt that Manage Stakeholder Expectations would better reflect the actual process. This also led to the change from a controlling process to an executing one as the activities are now more about doing than recording/reporting. &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Chapter 10 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;10.1 Communications Planning &lt;br /&gt;10.2 Information Distribution &lt;br /&gt;10.3 Performance Reporting &lt;br /&gt;10.4 Manage Stakeholders &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;10.1 Identify Stakeholders &lt;br /&gt;10.2 Plan Communications &lt;br /&gt;10.3 Distribute Information &lt;br /&gt;10.4 Manage Stakeholder Expectations &lt;br /&gt;10.5 Report Performance</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-communications-management-pmbok.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-5405144510050391569</guid><pubDate>Tue, 14 Apr 2009 09:42:00 +0000</pubDate><atom:updated>2009-04-14T02:50:31.524-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Human Resource Management PMBOK 4th Edition Changes</title><description>&lt;strong&gt;Project Human Resource Management PMBOK 4th Edition Changes&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;em&gt;The Manage Project Team process was moved into the Executing Process Group &lt;/em&gt;as the activities are now more proactive to ensure project performance is optimized. Both Develop Project Team and Manage Project Team have been expanded to recognize and discuss the people skills needed within a successful project team. &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Chapter 9 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;9.1 Human Resource Planning &lt;br /&gt;9.2 Acquire Project Team &lt;br /&gt;9.3 Develop Project Team &lt;br /&gt;9.4 Manage Project Team &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;9.1 Develop Human Resource Plan &lt;br /&gt;9.2 Acquire Project Team &lt;br /&gt;9.3 Develop Project Team &lt;br /&gt;9.4 Manage Project Team</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-human-resource-management-pmbok.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-7079080183406115156</guid><pubDate>Tue, 14 Apr 2009 09:41:00 +0000</pubDate><atom:updated>2009-04-14T02:50:31.525-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Quality Management PMBOK 4th Edition Changes</title><description>&lt;strong&gt;Project Quality Management PMBOK 4th Edition Changes&lt;/strong&gt;&lt;br /&gt;&lt;strong&gt;&lt;br /&gt;Chapter 8 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;8.1 Quality Planning &lt;br /&gt;8.2 Perform Quality Assurance &lt;br /&gt;8.3 Perform Quality Control &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;8.1 Plan Quality &lt;br /&gt;8.2 Perform Quality Assurance &lt;br /&gt;8.3 Perform Quality Control</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-quality-management-pmbok-4th.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-4690960218587344684</guid><pubDate>Tue, 14 Apr 2009 09:39:00 +0000</pubDate><atom:updated>2009-04-14T02:50:31.525-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Cost Management PMBOK 4th Edition Changes</title><description>&lt;strong&gt;Project Cost Management PMBOK 4th Edition Changes&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;The Cost Management chapter was updated to more clearly explain the use of the earned value tool and the technique&#39;s use, including equations. The &quot;&lt;em&gt;To-Complete Performance Index&lt;/em&gt;&quot; calculation was added. &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Chapter 7 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;7.1 Cost Estimating &lt;br /&gt;7.2 Cost Budgeting &lt;br /&gt;7.3 Cost Control &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;7.1 Estimate Costs &lt;br /&gt;7.2 Determine Budget &lt;br /&gt;7.3 Control Costs</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-cost-management-pmbok-4th.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-4866227145944497798</guid><pubDate>Tue, 14 Apr 2009 09:36:00 +0000</pubDate><atom:updated>2009-04-14T02:50:31.525-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Time Management  PMBOK 4th Edition Changes</title><description>&lt;strong&gt;Project Time Management  PMBOK 4th Edition Changes&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;Chapter 6 reflects changes coming from within the industry and detailed in the Practice Standard for Scheduling. &lt;em&gt;With the use of computer-supported scheduling, the Arrow Diagramming Method (ADM) and its Activity on Arrow (ADA) is rarely used. Therefore it is no longer considered to be used on &quot;most projects, most of the time&quot; and was not included in this chapter&lt;/em&gt;&lt;br /&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;strong&gt;Chapter 6 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;6.1 Activity Definition &lt;br /&gt;6.2 Activity Sequencing &lt;br /&gt;6.3 Activity Resource Estimating &lt;br /&gt;6.4 Activity Duration Estimating &lt;br /&gt;6.5 Schedule Development &lt;br /&gt;6.6 Schedule Control &lt;br /&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt; &lt;br /&gt;6.1 Define Activities &lt;br /&gt;6.2 Sequence Activities &lt;br /&gt;6.3 Estimate Activity Resources &lt;br /&gt;6.4 Estimate Activity Durations &lt;br /&gt;6.5 Develop Schedule &lt;br /&gt;6.6 Control Schedule</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-time-management-pmbok-4th.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-8428963755500349484</guid><pubDate>Tue, 14 Apr 2009 09:32:00 +0000</pubDate><atom:updated>2009-04-14T02:53:12.884-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Scope Management  PMBOK 4th Edition Changes</title><description>&lt;strong&gt;Project Scope Management  PMBOK 4th Edition Changes&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;In Section 5.1, &lt;em&gt;Scope Planning has been replaced with Collect Requirements&lt;/em&gt;. The stakeholder register is used to identify those with interest in the project and involves applying techniques to create the stakeholder requirements document. &lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Chapter 5 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;5.1 Scope Planning &lt;br /&gt;5.2 Scope Definition &lt;br /&gt;5.3 Create WBS &lt;br /&gt;5.4 Scope Verification &lt;br /&gt;5.5 Scope Control &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;5.1 Collect Requirements &lt;br /&gt;5.2 Define Scope &lt;br /&gt;5.3 Create WBS &lt;br /&gt;5.4 Verify Scope &lt;br /&gt;5.5 Control Scope</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-scope-management-pmbok-4th.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-941157193143337677</guid><pubDate>Tue, 14 Apr 2009 09:27:00 +0000</pubDate><atom:updated>2009-04-14T02:52:31.480-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Project Integration Management change in PMBOK 4th Edition</title><description>&lt;strong&gt;Project Integration Management change in PMBOK 4th Edition&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;Since the project charter contains many of the preliminary goals for the project, and since these goals are elaborated in the Scope Statement, the information relative to &lt;em&gt;Develop Preliminary Project Scope Statement &lt;/em&gt;(4.2) was eliminated.&lt;br /&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;strong&gt;Chapter 4 Changes &lt;/strong&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;strong&gt;Third Edition Sections &lt;/strong&gt;&lt;br /&gt;4.1 Develop Project Charter &lt;br /&gt;4.2 Develop Preliminary Project Scope Statement &lt;br /&gt;4.3 Develop Project Management Plan &lt;br /&gt;4.4 Direct and Manage Project Execution &lt;br /&gt;4.5 Monitor and Control Project Work &lt;br /&gt;4.6 Integrated Change Control &lt;br /&gt;4.7 Close Project &lt;br /&gt;&lt;br /&gt;&lt;strong&gt;Fourth Edition Sections &lt;/strong&gt;&lt;br /&gt;4.1 Develop Project Charter &lt;br /&gt;4.2 Deleted in PMBOK 4th&lt;br /&gt;4.2 Develop Project Management Plan &lt;br /&gt;4.3 Direct and Manage Project Execution &lt;br /&gt;4.4 Monitor and Control Project Work &lt;br /&gt;4.5 Perform Integrated Change Control &lt;br /&gt;4.6 Close Project or Phase</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-integration-management-change.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-38306285533756010</guid><pubDate>Tue, 14 Apr 2009 09:22:00 +0000</pubDate><atom:updated>2009-04-14T02:50:31.526-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">Diff Between PMBOK 3rd and 4th Edition</category><title>Changes to Processes in PMBOK 4th Edition</title><description>&lt;strong&gt;Changes to Processes in PMBOK 4th Edition&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;&lt;li&gt;4.2 Develop Preliminary Scope Statement - Deleted &lt;br /&gt;&lt;li&gt;4.7 Close Project - Changed to 4.6 Close Project or Phase &lt;br /&gt;&lt;li&gt;5. 1 Plan Scope - Deleted &lt;br /&gt;&lt;li&gt;5. 1 Collect Requirements - Added &lt;br /&gt;&lt;li&gt;9.4 Manage Project Team - Changed from a controlling process  to an executing process &lt;br /&gt;&lt;li&gt;10. 1 Identify Stakeholders - Added &lt;br /&gt;&lt;li&gt;10.4 Manage Stakeholders - Changed to Manage Stakeholder  Expectations; changed from a controlling process to an  executing process &lt;br /&gt;&lt;li&gt;12. 1 Plan Purchases and Acquisitions and 12.2 Plan  Contracting - Changed to 12.1 Plan Procurements &lt;br /&gt;&lt;li&gt;12.3 Request Seller Responses and 12.4 Select Sellers- Changed to 12.2 Conduct Procurements</description><link>http://pmpstudynotes.blogspot.com/2009/04/changes-to-processes-in-pmbok-4th.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-6295118979092105989</guid><pubDate>Fri, 10 Apr 2009 07:13:00 +0000</pubDate><atom:updated>2010-10-01T10:58:41.080-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Lessons</category><title>PMP Exam - My Lesson Learned</title><description>&lt;strong&gt;PMP - A Lesson Learned&lt;/strong&gt;&lt;br /&gt;&lt;br /&gt;how to pass the PMP ? How to become a PMP ? How to get PMP ?:&lt;br /&gt;&lt;br /&gt; &lt;br /&gt;&lt;li&gt;As PMP needs a specific amount of Project Management experience as eligibility criteria, do first check up on the experience required and see if you qualify. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;This is a tough exam and will require dedication, focus, determination and money to complete it. See if you can spare the 100 to 200 hours of study required in your busy schedule. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;When you want to start your PMP journey, the first thing you need to do is to join PMI. This is not mandatory but no harm done in doing so. Think of it as something more to write in the resume. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;Join any Yahoo group. The Yahoo groups I joined were &lt;A HREF=&quot;http://finance.groups.yahoo.com/group/pmpbest/&quot;&gt;pmpbest&lt;/A&gt;, &lt;A HREF=&quot;http://finance.groups.yahoo.com/group/PMPExamForum/&quot;&gt;PMPExamForum &lt;/A&gt;, PMP-PREP and &lt;a href=&quot;http://finance.groups.yahoo.com/group/PMPCert/&quot;&gt;PMPCERT&lt;/a&gt;. Both are filled with knowledgable individuals and well moderated. Keep discussing about the doubts you have on them and share your know-how too. Remember to adhere to PMI guidelines while interacting here. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;Read the PMBOK for first time&lt;/strong&gt;. The first time this will seem like reading a dictionary, but grin and bear it to understand the scope of the PMBOK. Just read it and store some facts in your head. Don’t try to make complete sense of what is written in it yet. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;Register in a course for the contact hours required&lt;/strong&gt;. I went for the lowest cost option and hence went in for &lt;a href=&quot;http://www.premiumcast.com/vp/0/14026/10247/&quot;&gt;&lt;font color=blue&gt;PMPrepcast&lt;/font&gt;&lt;/a&gt; .Start accumulating the contact hours from the course. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;Start the practice exams&lt;/strong&gt;. Practice exams you can get from &lt;strong&gt;&lt;a href=&quot;http://techfaq360.com/pmp_4thedition.jsp&quot;&gt;&lt;font color=blue&gt;techfaq360.com&lt;/font&gt; &lt;/a&gt;&lt;/strong&gt; This is very good and questions are like actual PMP exam. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;&lt;strong&gt;Start reading &lt;font color=blue&gt;PMP Exam Prep (4th Edition) by Rita Mulcahy&lt;/font&gt;. &lt;/strong&gt;The importance of this book cannot be stressed enough.&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;Once you get the approval letter from PMI, read PMBOK for the second time. Now if you have really read through Rita’s book, you will start understanding the details of the PMBOK. After PMBOK read Rita&#39;s book again. Stress on the LIFE CYCLE game.&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;If you are assured about your studying upto now, go ahead and register for the exam and fix up a date. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;li&gt;Read the PMBOK for the final time. While reading PMBOK for the final time, do take notes (on paper, plastic, napkins, computer, whatever) about the concepts you are still not clear about. Read Rita&#39;s book for the final time and attend techfaq360.com final mock exams to see to it that now you have understood .&lt;br&gt;&lt;br /&gt;&lt;li&gt;On the exam day, re-read the notes you made and appear for the exam. Focus on the ultimate objective. &lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;Clear the exam and enjoy!!!</description><link>http://pmpstudynotes.blogspot.com/2009/04/pmp-exam-my-lesson-learned_10.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-606036409278608056</guid><pubDate>Fri, 10 Apr 2009 07:12:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.311-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>PMP Professional Ethics</title><description>&lt;h2&gt;PMP Professional Ethics&lt;/h2&gt;&lt;br /&gt; &lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;p&gt;This session will address the PMP Code of Professional Conduct, business ethics and cultural competencies.  The information presented in this lesson is intended to provide you with all the knowledge competency you need to correctly answer PMP exam professional responsibility questions:&lt;/p&gt;&lt;br /&gt;&lt;p&gt; What is professional responsibility?  It can mean different things to different people.  As a PMP, professional responsibility involves:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Adhering to the PMP Code of Professional Conduct&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Maintaining high professional ethics&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Developing cultural competence in our emerging global society&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;NOTE: &lt;/b&gt; Most professional responsibility questions can be answered correctly by simply relying on your best common sense. Professional responsibility questions typically pose an ethical, professional or cultural scenario and ask you to choose the best response.  In most cases, the correct answer can be selected by simply asking yourself, &quot;What is the right thing to do.&quot;&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;The PMP Code of Professional Conduct&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;As a PMP you agree to support and adhere to the Code of conduct. It is described with two sections:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Responsibility to the Profession and&lt;br /&gt;&lt;li&gt;Responsibility to Customers and the Public&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Responsibility to the Profession:&lt;/b&gt; Here you have six basic responsibilities&lt;/p&gt;&lt;br /&gt;&lt;ol&gt;&lt;br /&gt;&lt;li&gt;Be truthful at all times and in all situations&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Report Code violations (with factual basis)&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Disclose conflicts of interest&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Comply with laws&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Respect other&#39;s intellectual property rights&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Support the Code&lt;/li&gt;&lt;br /&gt;&lt;/ol&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Responsibility to Customers and the Public:&lt;/b&gt; Here you have five basic responsibilities&lt;/p&gt;&lt;br /&gt;&lt;ol&gt;&lt;br /&gt;&lt;li&gt;Be truthful at all times and in all situations&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Maintain professional integrity (satisfy the scope of your professional services)&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Respect the confidentiality of sensitive information&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Refrain from gift or compensation giving/receiving where inappropriate&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Ensure conflicts of interest do not interfere with client&#39;s interest or interfere with professional judgment&lt;/li&gt;&lt;br /&gt;&lt;/ol&gt;&lt;br /&gt;&lt;h2&gt;Business Ethics&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;Ethics in project management involves learning what is right or wrong, and then doing the right thing.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;But in the real world, &#39;the right thing&#39; is not as straightforward as conveyed in lots of business ethics literature.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Here are eight guidelines to help you establish a strong ethics foundation for your project.&lt;/p&gt;&lt;br /&gt;&lt;ol&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; Recognize&lt;/b&gt; that managing ethics is a process.  Ethics management is the process of reflection and dialog . that produces deliverables such as codes, policies and procedures.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; The goal &lt;/b&gt; of an ethics management initiative is preferred behavior in the project environment.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; The best way&lt;/b&gt; to manage ethical dilemmas, like negative project risks, is to avoid their occurrence in the first place&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; Make ethics decisions &lt;/b&gt; in teams, and make decisions public, as appropriate.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; Integrate ethics management &lt;/b&gt; with other project practices.  Define preferred ethical values directly in the project plan.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; Use cross-functional teams &lt;/b&gt; to develop your ethics management plan.  Benefit from varied input.&lt;/p&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; Value forgiveness&lt;/b&gt; Help project personnel recognize and address their mistakes and then support them to continue to try to operate ethically&lt;/lI&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; Give yourself credit for trying&lt;/b&gt; Attempting to operate ethically and making a few mistakes is better than not trying at all.  All projects are comprised of people and people are not perfect.&lt;/li&gt;&lt;br /&gt;&lt;/ol&gt;&lt;br /&gt;&lt;p&gt;Until recently, ethics in business typically meant philanthropy of some sort.  However, in light of today&#39;s corporate scandals, ethics has surfaced as an important issue.  As a result, values are increasingly becoming an integral part of effective project management. &lt;/p&gt;&lt;br /&gt;&lt;p&gt;How do project managers turn to values?  Here are five areas to approach:&lt;/p&gt;&lt;br /&gt;&lt;ol&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Risk Management:&lt;/b&gt; This is fairly straightforward.  Incorporating values into your project can help eliminate risks associated with organizational and individual misconduct.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Organizational functioning:&lt;/b&gt; Planned-in values can build a well-functioning project organization by encouraging cooperation, inspiring commitment, nurturing innovation and energizing team members around a positive self-image.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Civic positioning:&lt;/b&gt; Values can establish the project organization&#39;s standing in the community as a progressive force for social betterment and as a solid contributing citizen.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Market positioning:&lt;/b&gt; Values can shape a project organization&#39;s identity and reputation.  Values can help build the organization&#39;s brands and earn the trust of customers, suppliers and partners&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Simply a better way:&lt;/b&gt; Although values do provide financial benefits, this should not be the justification for ethics.  Values are worthwhile and fundamental principles of responsibility, humanity and citizenship.  They need no justification.&lt;/li&gt;&lt;br /&gt;&lt;/ol&gt;&lt;br /&gt;&lt;h2&gt; How to Face a Public Crisis:&lt;/h2&gt; &lt;br /&gt;&lt;p&gt;Hopefully, you will never encounter the misfortune of having to deal with a public crisis.  But, as project manager, you are the one that may be called upon to face the community.  Here&#39;s how to handle it:  Understand this is a formative experience and let these seven words be your guiding principle... &lt;i&gt;Tell the Truth and Tell it Fast.&lt;/i&gt; Communicate frequently, invite everyone, answer all questions willingly and truthfully. &lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Cultural Competencies:&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;As modern business continues its evolution to becoming a world community, project managers increasingly find themselves managing multicultural teams.   Many projects today are even global in scope, with project teams working from different locations around the world.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Today&#39;s project managers must add &#39;cultural competency&#39; to their long list of general management skills. &lt;/p&gt;&lt;br /&gt;&lt;p&gt;To become truly expert and fluent in cultural competencies, you could spend a lifetime studying and traveling.  For our purposes, maintaining a professional sensitivity to cultural differences and knowing a few basic &#39;rules&#39; should be adequate.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;There is no need to study this material meticulously.  Simply read it to develop a general feel for the subject.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Differences:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Differences exist, not only between countries, but within a country&#39;s own borders as well. Some key differences between countries&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Physical time&lt;br /&gt;&lt;li&gt;Perceived time&lt;br /&gt;&lt;li&gt;Monetary policies&lt;br /&gt;&lt;li&gt;Procurement practices&lt;br /&gt;&lt;li&gt;Negotiating practices&lt;br /&gt;&lt;li&gt;Language&lt;br /&gt;&lt;li&gt;Body language&lt;br /&gt;&lt;li&gt;Education&lt;br /&gt;&lt;li&gt;Governments&lt;br /&gt;&lt;li&gt;Management styles&lt;br /&gt;&lt;li&gt;Trust&lt;br /&gt;&lt;li&gt;Risk thresholds&lt;br /&gt;&lt;li&gt;Quality standards&lt;br /&gt;&lt;li&gt;Travel constraints (country infrastructure)&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Some key cultural differences in perception and behavior:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;Li&gt;Social groups &lt;br /&gt;&lt;Li&gt;Religions&lt;br /&gt;&lt;Li&gt;Races&lt;br /&gt;&lt;Li&gt;Class structure&lt;br /&gt;&lt;Li&gt;Genders&lt;br /&gt;&lt;Li&gt;Local laws&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Some key cultural differences in perception and behavior:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Environment&lt;br /&gt;&lt;li&gt;Time&lt;br /&gt;&lt;li&gt;Action&lt;br /&gt;&lt;li&gt;Communication&lt;br /&gt;&lt;li&gt;Space&lt;br /&gt;&lt;li&gt;Power&lt;br /&gt;&lt;li&gt;Individualism&lt;br /&gt;&lt;li&gt;Competitiveness&lt;br /&gt;&lt;li&gt;Structure&lt;br /&gt;&lt;li&gt;Thinking&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;h2&gt;Dos and Don&#39;ts in Managing Global Projects:&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;In managing global projects, it is essential to develop cultural self-awareness.  The first, and most important, step is becoming aware of your own cultural orientations and the impact they can make in managing projects across cultures.  You must prepare for cross-cultural project encounters with purpose and thoroughness.  Here are a few dos and don&#39;ts to consider.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;DO&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Develop your cultural self-awareness.&lt;br /&gt;&lt;li&gt;Set realistic expectations for yourself and others.&lt;br /&gt;&lt;li&gt;Accept that you will make mistakes, but remain confident.&lt;br /&gt;&lt;li&gt;Be patient.&lt;br /&gt;&lt;li&gt;Slow down.  Make relationships.&lt;br /&gt;&lt;li&gt;Keep your sense of humor.&lt;br /&gt;&lt;br /&gt;&lt;li&gt;Keep your integrity.&lt;br /&gt;&lt;li&gt;Stay objective . minimize blame.&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;DON&#39;T:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Assume similarity.&lt;br /&gt;&lt;li&gt;Try to adopt the orientations of the other culture.  Adaptation does not mean adoption.&lt;br /&gt;&lt;li&gt;Dwell on comparing the other culture with your own.&lt;br /&gt;&lt;li&gt;Evaluate the other culture in terms of good or bad.&lt;br /&gt;&lt;li&gt;Assume that just being yourself is enough to bring you cross-cultural success.&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;How to Develop Multicultural Excellence in Global Projects&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;As we rapidly evolve into a global community, many project managers find themselves managing project teams across vast geographical landscapes.  To improve your success probability in such environments, it is essential to develop multicultural competencies.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Here are few things you can do to help develop multicultural excellence:&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Multiple languages:&lt;/b&gt;  Recruit core team members who speak multiple languages&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Multicultural experience:&lt;/b&gt; Provide core team members with multicultural experiences.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Cross-cultural experience:&lt;/b&gt; Arrange cross-cultural experiences for extended team members.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Continuous improvement:&lt;/b&gt; Acknowledge the continuous need to improve cross-cultural experiences for all team members.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Across the Miles, Keep Team Members Feeling Connected:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;It is important to let offsite project team members know they mean more to the project than just deliverables, an email address or a teleconference voice.  Although personal events have little to do with work, make it a routine practice to acknowledge events such as birthdays, weddings, births and graduations.  This level of thoughtfulness sends a powerful message and helps to enhance overall team performance&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/pmp-professional-ethics.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-916181671786895061</guid><pubDate>Fri, 10 Apr 2009 07:12:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.312-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Procurement Management</title><description>&lt;h2&gt;Project Procurement Management&lt;/h2&gt;&lt;br /&gt; &lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Procurement Management &lt;/b&gt; is a groups of processes required to to purchase or acquire the products, services, or results needed from outside the project team to perform the work.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following processes which are part of Project Procurement Management.&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Plan Purchases and Acquisitions&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Plan Contracting&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Request Seller Responses&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Select Sellers&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Contract Administration&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Contract Closure&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Plan Purchases and Acquisitions&lt;/h1&gt;&lt;br /&gt;&lt;br /&gt;&lt;p&gt;The Plan Purchases and Acquisitions process identifies which project needs can best be met by purchasing or acquiring products, services, or results outside the project organization, and which project needs can be accomplished by the project team during project execution. This process involves consideration of whether, how, what, how much, and when to acquire.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Plan Purchases and Acquisitions process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Procurement Management - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt;  Enterprise environmental factors that are considered include the conditions of the marketplace and what products, services, and results are available in the marketplace, from whom and under what terms and conditions.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; Organizational process assets provide the existing formal and informal procurement-related policies, procedures, guidelines, and management systems that are considered in developing the procurement management plan and  selecting the contract types to be used.&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement:&lt;/b&gt; The project scope statement describes the project boundaries, requirements, constraints, and assumptions related to the project scope. Constraints are specific factors that can limit both the buyer.s and seller.s options.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Work Breakdown Structure:&lt;/b&gt; The Work Breakdown Structure provides the relationship among all the components of the project and the project deliverables.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) WBS Dictionary:&lt;/b&gt; The WBS dictionary provides detailed statements of work that provide an identification of the deliverables and a description of the work within each WBS component required to produce each deliverable.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Project Management Plan&lt;/b&gt;&lt;p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;br /&gt;&lt;h2&gt;(2) Procurement Management - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Make-or-Buy Analysis:&lt;/b&gt; Both direct and indirect costs. Project need and urgency.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Expert Judgment:&lt;/b&gt; Expert purchasing judgment can be used to develop or modify the criteria that will be used to evaluate offers or proposals made by sellers.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Contract Types:&lt;/b&gt; Different types of contracts are more or less appropriate for different types of purchases.&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Fixed-price or lump-sum contracts:&lt;/b&gt; This category of contract involves a fixed total price for a well-defined product.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost-reimbursable contracts:&lt;/b&gt; This category of contract involves payment (reimbursement) to the seller for seller.s actual costs, plus a fee typically representing seller profit.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Three common types of cost-reimbursable contracts are CPF, CPFF, and CPIF&lt;/p&gt;&lt;br /&gt;    &lt;ul&gt;&lt;br /&gt; &lt;li&gt;&lt;p&gt;&lt;b&gt; Cost-Plus-Fee (CPF) or Cost-Plus-Percentage of Cost (CPPC):&lt;/b&gt; Seller is reimbursed for allowable costs for performing the contract work and receives a fee calculated as an agreed-upon percentage of the costs. The fee varies with the actual cost.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;br /&gt; &lt;li&gt;&lt;p&gt;&lt;b&gt; Cost-Plus-Fixed-Fee (CPFF):&lt;/b&gt; Seller is reimbursed for allowable costs for performing the contract work and receives a fixed fee payment calculated as a percentage of the estimated project costs. The fixed fee does not vary with actual costs unless the project scope changes.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt; &lt;li&gt;&lt;p&gt;&lt;b&gt; Cost-Plus-Incentive-Fee (CPIF):&lt;/b&gt; Seller is reimbursed for allowable costs for performing the contract work and receives a predetermined fee, an incentive bonus, based upon achieving certain performance objective levels set in the contract. In some CPIF contracts, if the final costs are less  than the expected costs, then both the buyer and seller benefit from the cost savings based upon a pre-negotiated sharing formula&lt;/p&gt;&lt;/li&gt;&lt;br /&gt; &lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Time and Material (T&amp;amp;M) contracts:&lt;/b&gt; T&amp;amp;M contracts are a hybrid type of contractual arrangement that contains aspects of both cost-reimbursable and fixed-price type arrangements. These types of contracts resemble cost reimbursable type arrangements in that they are open ended.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Procurement Management - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Procurement Management Plan:&lt;/b&gt; The procurement management plan describes how the procurement processes will&lt;br /&gt;be managed from developing procurement documentation through contract closure.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Types of contracts used&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Managing multiple providers&lt;/li&gt;&lt;br /&gt;&lt;br /&gt;&lt;li&gt;How procurement will be coordinated&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Standardized documents used&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Identifying pre-qualified selected sellers, if any, to be used&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Constraints and assumptions that could affect planned purchases and acquisitions&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Establishing the form and format to be used for the contract statement of work&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Who will prepare independent estimates and if they are needed as evaluation criteria&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Procurement metrics to be used to manage contracts and evaluate sellers&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Contract Statement of Work: &lt;/b&gt; The statement of work (SOW) for each contract is developed from the project scope statement, the project work breakdown structure (WBS), and WBS dictionary. The contract SOW describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the item.&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Make-or-Buy Decisions:&lt;/b&gt; The documented decisions of what project products, services, or results will be either be acquired or will be developed by the project team.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Requested Changes:&lt;/b&gt; Requested changes  to the project management plan and its subsidiary plans and other components may result from the Plan Purchases and Acquisition process.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Plan Contracting&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;The Plan Contracting process prepares the documents needed to support the Request Seller Responses process and Select Sellers process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Plan Contracting process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;br /&gt;&lt;h2&gt;(1) Plan Contracting - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Procurement Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Contract Statement of Work&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Make-or-Buy Decisions:&lt;/b&gt; The make-or-buy decisions are documented in the issued list of items to be purchased or acquired and those items to be produced by the project team.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Work Breakdown Structure:&lt;/b&gt; The Work Breakdown Structure provides the relationship among all the components of the project and the project deliverables.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Plan Contracting - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Standard Forms:&lt;/b&gt; Standard forms include standard contracts, standard descriptions of procurement items, non-disclosure agreements, proposal evaluation criteria checklists, or standardized versions of all parts of the needed bid documents.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Expert Judgment:&lt;/b&gt; Expert purchasing judgment can be used to develop or modify the criteria that will be used to evaluate offers or proposals made by sellers.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Plan Contracting - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Procurement Documents :&lt;/b&gt; Procurement documents are used to seek proposals from prospective sellers. A term such as bid, tender, or quotation is generally used when the seller selection decision will be based on price, while a term such as proposal is generally used when other considerations, such as technical skills or technical approach, are paramount.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2)Evaluation Criteria: &lt;/b&gt; Evaluation criteria are developed and used to rate or score proposals. Evaluation criteria are often included as part of the procurement documents.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Request Seller Responses&lt;/h1&gt;&lt;br /&gt;&lt;br /&gt;&lt;p&gt;The Request Seller Responses process obtains responses, such as bids and proposals, from prospective sellers on how project requirements can be met.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Request Seller Responses process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Request Seller Responses - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets:&lt;/b&gt; Some organizations, as part of their organizational process assets, maintain lists or&lt;br /&gt;files with information on prospective and previously qualified sellers, sometimes called bidders, who can be asked to bid, propose, or quote on work.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Procurement Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Procurement Documents&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Request Seller Responses - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Bidder Conferences :&lt;/b&gt; Bidder conferences are meetings with prospective sellers prior to preparation of a bid or proposal . They are used to ensure that all prospective sellers have a clear, common understanding of the procurement&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Advertising:&lt;/b&gt; Existing lists of potential sellers can often be expanded by placing advertisements in general circulation publications such as newspapers or in specialty publications such as professional journals.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Develop Qualified Sellers List:&lt;/b&gt; Qualified sellers lists can be developed from the organizational assets if such lists&lt;br /&gt;or information are readily available. Whether or not that data is available, the project team can also develop its own sources. General information is widely available through the Internet, library directories, relevant local associations, trade catalogs, and similar sources.&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Request Seller Responses - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Qualified Sellers List :&lt;/b&gt; The qualified sellers list are those sellers who are asked to submit a proposal or quotation.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2)Procurement Document Package: &lt;/b&gt; The procurement document package is a buyer-prepared formal request sent to each seller and is the basis upon which a seller prepares a bid for the requested products, services, or results that are defined and described in the procurement documentation.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Proposals:&lt;/b&gt; Proposals are seller-prepared documents that describe the seller.s ability and willingness to provide the requested products, services, or results described in the procurement documentation.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Select Sellers&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;The Select Sellers process receives bids or proposals and applies evaluation criteria, as applicable, to select one or more sellers who are both qualified and acceptable as a seller.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Select Sellers process is a part of &quot;Project Execution Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Select Sellers - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets:&lt;/b&gt; The organizational process assets of the organizations involved in project procurement typically have formal policies that affect the evaluation of proposals.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Procurement Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Evaluation Criteria:&lt;/b&gt; Evaluation criteria can include samples of the supplier.s previously produced products, services, or results for the purpose of providing a way to evaluate the supplier.s capabilities and quality of products.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Procurement Document Package&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Proposals&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Qualified Sellers List&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;br /&gt;&lt;h2&gt;(2) Select Sellers - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Weighting System :&lt;/b&gt; A weighting system is a method for quantifying qualitative data to minimize the effect of personal prejudice on seller selection.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Independent Estimates:&lt;/b&gt;For many procurement items, the procuring organization can either prepare its own independent estimates or have prepared an independent estimate of the costs as a check on proposed pricing.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Screening System:&lt;/b&gt; A screening system involves establishing minimum requirements of performance for one or more of the evaluation criteria, and can employ a weighting system and independent estimates.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Contract Negotiation:&lt;/b&gt; Contract negotiation clarifies the structure and requirements of the contract so that mutual agreement can be reached prior to signing the contract.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Seller Rating Systems:&lt;/b&gt; Seller rating systems are developed by many organizations and use information such as the seller.s past performance, quality ratings, delivery performance, and contractual compliance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Expert Judgment:&lt;/b&gt; Expert judgment is used in evaluating seller proposals.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.7) Proposal Evaluation Techniques:&lt;/b&gt; Many different techniques can be used to rate and score proposals, but all will use some expert judgment and some form of evaluation criteria.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Select Sellers - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Selected Sellers :&lt;/b&gt; The sellers selected are those sellers who have been judged to be in a competitive range based upon the outcome of the proposal or bid evaluation, and who have negotiated a draft contract, which will be the actual contract when an award is made&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Contract: &lt;/b&gt; A contract is awarded to each selected seller. The contract can be in the form of a complex document or a simple purchase order. Regardless of the document.s complexity, a contract is a mutually binding legal agreement that obligates the &lt;br /&gt;seller to provide the specified products, services, or results, and obligates the buyer to pay the seller.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Contract Management Plan :&lt;/b&gt; For significant purchases or acquisitions, a plan to administer the contract is prepared based upon the specific buyer-specified items within the contract such as documentation, and delivery and performance requirements that the buyer and seller must meet&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Resource Availability:&lt;/b&gt; The quantity and availability of resources and those dates on which each specific&lt;br /&gt;resource can be active or idle are documented.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Procurement Management Plan updates:&lt;/b&gt; The procurement management plan is updated to reflect any approved change requests that affect procurement management.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Requested Changes:&lt;/b&gt; Requested changes to the project management plan and its subsidiary plans and other components, such as the project schedule and procurement management plan, may result from the Select Sellers process.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Contract Administration&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Both the buyer and the seller administer the contract for similar purposes. Each party ensures that both it and the other party meet their contractual obligations and that their own legal rights are protected. The Contract Administration process ensures that the seller.s performance meets contractual requirements and that the buyer performs according to the terms of the contract.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Contract Administration process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;br /&gt;&lt;h2&gt;(1) Contract Administration - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Contract&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Contract Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Selected Sellers&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Performance Reports&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Approved Change Requests&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Contract Administration - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Contract Change Control System :&lt;/b&gt;A contract change control system defines the process by which the contract can be modified. It includes the paperwork, tracking systems, dispute resolution procedures, and approval levels necessary for authorizing changes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Buyer-Conducted Performance Review :&lt;/b&gt;A procurement performance review is a structured review of the seller.s progress to deliver project scope and quality, within cost and on schedule, as compared to the contract. It can include a review of seller-prepared documentation and buyer inspections, as well as quality audits conducted during seller.s execution of the work.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Inspections and Audits:&lt;/b&gt; Inspections and audits required by the buyer and supported by the seller as specified in the contract documentation, can be conducted during execution of the project to identify any weaknesses in the seller.s work processes or deliverables.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Performance Reporting:&lt;/b&gt; Performance reporting provides management with information about how effectively the seller is achieving the contractual objectives. Contract performance reporting is integrated into performance reporting.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Payment System:&lt;/b&gt; Payments to the seller are usually handled by the accounts payable system of the buyer.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Claims Administration:&lt;/b&gt; Contested changes and constructive changes are those requested changes where the buyer and seller cannot agree on compensation for the change, or cannot agree that a change has even occurred. These contested changes are variously called claims, disputes, or appeals. Claims are documented, processed, monitored, and managed throughout the contract life cycle, usually in accordance with the terms of the contract.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.7) Records Management System:&lt;/b&gt; A records management system is a specific set of processes, related control functions, and automation tools that are consolidated and combined into a whole, as part of the project management information system.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.8) Information Technology:&lt;/b&gt; The use of information and communication technologies can enhance the efficiency and effectiveness of contract administration by automating portions of the records management system, payment system, claims administration, or performance reporting and providing electronic data interchange between the buyer and seller.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Contract Administration - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Contract Documentation :&lt;/b&gt; Contract documentation includes, but is not limited to, the contract along with all supporting schedules, requested unapproved contract changes, and approved change requests.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Requested Changes:&lt;/B&gt; Requested changes to the project management plan and its subsidiary plans and other components, such as the project schedule and procurement management plan may result from the Contract administration process. Requested changes are processed for review and approval through the Integrated Change Control process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Recommended Corrective Actions:&lt;/b&gt; A recommended corrective action is anything that needs to be done to bring the seller in compliance with the terms of the contract.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Organizational Process Assets updates:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Project Management Plan updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Contract Closure&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;The Contract Closure process supports the Close Project process, since it involves verification that all work and deliverables were acceptable. The Contract Closure process also involves administrative activities, such as updating records to reflect final results and archiving such information for future use. Contract closure addresses each contract applicable to the project or a project phase. In multi-phase projects, the term of a contract may only be applicable to a given phase of the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Early termination of a contract is a special case of contract closure, and can result from a mutual agreement of the parties or from the default of one of the parties.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Contract Closure process is a part of &quot;Project Closing Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Contract Closure - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Procurement Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Contract Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Contract Documentation&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Contract Closure Procedure&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Contract Closure - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Procurement Audits :&lt;/b&gt;The objective of a procurement audit is to identify successes and failures that warrant recognition in the preparation or administration of other procurement contracts on the project, or on other projects within the performing  organization&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Records Management System &lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Contract Closure - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Closed Contracts :&lt;/b&gt; The buyer, usually through its authorized contract administrator, provides the seller with formal written notice that the contract has been completed. Requirements for formal contract closure are usually defined in the terms of the contract, and would be included in the contract management plan, if one was prepared.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Organizational Process Assets updates:&lt;/B&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract file: &lt;/b&gt; A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project files.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Deliverable acceptance:&lt;/b&gt; The buyer, usually through its authorized contract administrator, provides the seller with formal written notice that the deliverables have been accepted or rejected.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Lessons learned documentation:&lt;/b&gt; Lessons learned analysis and process improvement recommendations are developed for future purchasing and acquisition planning and implementation.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Buyer:&lt;/b&gt;The acquirer of products, services, or results for an organization.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract:&lt;/b&gt; A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.&lt;/p&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract Administration:&lt;/b&gt; The process of managing the contract and the relationship between the buyer and seller, reviewing and documenting how a seller is performing or has performed to establish required corrective actions and provide a basis for future relationships with the seller, managing contract related changes and, when appropriate, managing the contractual relationship with the outside buyer of the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract Closure:&lt;/b&gt; The process of completing and settling the contract, including resolution of any open items and closing each contract.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract Management Plan:&lt;/b&gt; The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract Statement of Work (SOW):&lt;/b&gt; A narrative description of products, services, or results to be supplied under contract.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract Work Breakdown Structure (CWBS):&lt;/b&gt; A portion of the work breakdown structure for the project developed and maintained by a seller contracting to provide a subproject or project component.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Procurement Documents:&lt;/b&gt; Those documents utilized in bid and proposal activities, which include buyer.s Invitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal and seller.s responses.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Procurement Management Plan: &lt;/b&gt; The document that describes how procurement processes from developing procurement documentation through contract closure will be managed.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Request for Information:&lt;/b&gt; A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Request for Proposal (RFP):&lt;/b&gt; A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Request for Quotation (RFQ):&lt;/b&gt; A type of procurement document used to request price quotations from prospective sellers of common or standard products or services.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Request Seller Responses:&lt;/b&gt; The process of obtaining information, quotations, bids, Glossary offers, or proposals, as appropriate.&lt;/p&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Seller:&lt;/b&gt; A provider or supplier of products, services, or results to an organization.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Select Sellers:&lt;/b&gt; The process of reviewing offers, choosing from among potential sellers, and negotiating a written contract with a seller.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Standard:&lt;/b&gt; A document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Statement of Work (SOW):&lt;/b&gt; A narrative description of products, services, or results to be supplied.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;War Room:&lt;/b&gt; A room used for project conferences and planning, often displaying charts of cost, schedule status, and other key project data.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-procurement-management.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-7654181600806609046</guid><pubDate>Fri, 10 Apr 2009 07:11:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.312-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Communication Management</title><description>&lt;h2&gt;Project Communication Management&lt;/h2&gt;&lt;br /&gt;	&lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Communication Management &lt;/b&gt; is a groups of processes required to ensure timely and appropriate development, collection, dissemination, storage, and ultimately, disposition of project information.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following four processes which are part of Project Communication Management.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Communications Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Information Distribution&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Performance Reporting&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Manage Stakeholders&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Communications Planning&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Determining the information and communications needs of the stakeholders. It includes to identify the following:&lt;/b&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Who needs what information&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;When they will need it&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;How it will be given to them&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Communications Planning process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Communications Planning - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement:&lt;/b&gt; The project scope statement provides a documented basis for future project decisions and for confirming a common knowledge of project scope among the stakeholders. Stakeholder analysis is completed as part of the Scope Definition process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Management Plan:&lt;/b&gt; The project management plan provides background information about the project, including dates and constraints that may be relevant to Communications Planning.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Constraints:&lt;/b&gt; Factors that limit project team&#39;s options. Examples of constraints include team members situated in different geographic locations, incompatible communication software versions, or limited communications technical capabilities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Assumptions :&lt;/b&gt; Specific assumptions that affect Communications Planning will depend upon the particular project..&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Communications Planning - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Communications Requirements Analysis :&lt;/b&gt; The analysis of the communications requirements results in the sum of the information needs of the project stakeholders. The project manager should consider the number of potential communication channels or paths as an indicator of the complexity of a project&#39;s communications.&lt;/p&gt; &lt;br /&gt;&lt;p&gt;The total number of communication channels is n(n-1)/2, where n = number of stakeholders. Thus, a project with 10 stakeholders has 45 potential communication channels.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Communications Technology:&lt;/b&gt; The methodologies used to transfer information among project stakeholders can vary significantly. Communications technology factors that can affect the project include: &lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;The urgency of the need for information&lt;/li&gt;&lt;br /&gt;&lt;li&gt;The availability of technology&lt;/li&gt;&lt;br /&gt;&lt;li&gt;The expected project staffing&lt;/li&gt;&lt;br /&gt;&lt;li&gt;The length of the project&lt;/li&gt;&lt;br /&gt;&lt;li&gt;The project environment&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Communications Planning - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Communication management plan:&lt;/b&gt;The communications management plan can also include guidelines for project status meetings, project team meetings, e-meetings, and e-mail. It provides following&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Stakeholder communication requirements&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Person or groups who will receive the information&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Methods or technologies used to convey the information, such as memoranda, e-mail, and/or press releases&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Frequency of the communication, such as weekly&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Collection and filing structure:&lt;/b&gt;  Methods used to gather, update, and store various types of information.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Distribution structure :&lt;/b&gt; Specifies to whom information will flow and what method will be used to distribute various types of information.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Description of information to be distributed:&lt;/b&gt; Includes format, content, level of detail, and conventions and definitions to be used.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Production schedules :&lt;/b&gt; It shows when each type of communication will be produced.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Methods for accessing information between scheduled communications.&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Updation Method:&lt;/b&gt; A method for updating and refining the communications management plan as the project progresses and develops.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Information Distribution&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Information distribution is making needed information available to project stakeholders in a timely manner.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;This is implementation of the communications management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Information Distribution process is a part of &quot;Project execution Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Information Distribution - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Communications Management Plan &lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Information Distribution - Tools &amp; Technology&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Communications skills:&lt;/b&gt; Skills for exchanging information.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Communication has many dimensions:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Written, oral, listening, and speaking&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Internal and external communication&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Formal reports, briefings and informal memos, ad hoc conversations&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Vertically, up an down the organization, and horizontally, with peers.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Information Gathering and Retrieval Systems :&lt;/b&gt; Manual filing systems, databases, project management software.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Information-distribution systems :&lt;/b&gt; Methods such as project meetings, hard-copy document distribution, shared access to project databases, fax, electronic mail, voice mail, and video conferencing.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Lessons Learned Process:&lt;/b&gt; Project managers have a professional obligation to conduct lessons learned sessions for all projects with key internal and external stakeholders, particularly if the project yielded less than desirable results.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Information Distribution - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Organizational Process Assets updates:&lt;/b&gt; It includes following:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Lessons learned documentation.:&lt;/b&gt; Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about Information Distribution.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project records :&lt;/b&gt; Organized storage and maintenance of correspondence, memos, reports, and documents describing the project. &lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project reports :&lt;/b&gt; Formal reports showing status or issues.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project presentations :&lt;/b&gt; Information provided to the project stakeholders as required.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Feedback from stakeholders:&lt;/b&gt; Information received from stakeholders concerning project operations can be distributed and used to modify or improve future performance of the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Stakeholder notifications:&lt;/b&gt; Information may be provided to stakeholders about resolved issues, approved changes, and general project status.&lt;/p&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Requested Changes:&lt;/b&gt; Changes to the Information Distribution process should trigger changes to the project management plan and the communications management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Performance Reporting&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Collecting and disseminating performance information. Keep stakeholders informed how resources are used on the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Performance Reporting includes&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Status reporting, progress measurement, and forecasting.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Provides information on scope, schedule, cost, and quality, and possibly on risk and procurement.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Performance Reporting process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Performance Reporting - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Work Performance Information:&lt;/b&gt; Work performance information on the completion status of the deliverables and what has been accomplished is collected as part of project execution, and is fed into the Performance Reporting process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Performance Measurements&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Forecasted Completion&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Quality Control Measurements&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Project Management Plan:&lt;/b&gt; The project management plan provides baseline information.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Approved Change Requests:&lt;/b&gt; Approved change requests (Section 4.6.3.1) are requested changes to expand or contract project scope, to modify the estimated cost, or to revise activity duration estimates that have been approved and are ready for implementation by the project team.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Deliverables:&lt;/b&gt; Deliverables are any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Performance Reporting - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Information Presentation Tools:&lt;/b&gt;  Software packages that include table reporting, spreadsheet analysis, presentations,&lt;br /&gt;or graphic capabilities can be used to create presentation-quality images of project performance data.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Performance Information Gathering and Compilation&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Status Review Meetings:&lt;/b&gt; Status review meetings are regularly scheduled events to exchange information about the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Time Reporting Systems:&lt;/b&gt; Time reporting systems record and provide time expended for the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Cost Reporting Systems:&lt;/b&gt; Cost reporting systems record and provide the cost expended for the project.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Performance Reporting - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Performance report :&lt;/b&gt; Organizes and summarizes the information gathered and presents the results.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Forecasts:&lt;/b&gt; Forecasts are updated and reissued based on work performance information provided as the project is executed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Requested Changes:&lt;/b&gt; Requests for changes to some aspect of the project. Handled by the change control processes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Recommended Corrective Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Organizational Process Assets updates:&lt;/b&gt; Lessons learned documentation includes the causes of issues, reasoning behind the&lt;br /&gt;corrective action chosen, and other types of lessons learned about performance reporting.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Manage Stakeholders&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Stakeholder management refers to managing communications to satisfy the needs of, and resolve issues with, project stakeholders. The project manager is usually responsible for stakeholder management.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Manage Stakeholders process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Manage Stakeholders - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Communications Management Plan:&lt;/b&gt; Stakeholder requirements and expectations provide an understanding of stakeholder&lt;br /&gt;goals, objectives, and level of communication during the project. The needs and expectations are identified, analyzed, and documented in the communications	management plan&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; As project issues arise, the project manager should address and resolve them with&lt;br /&gt;the appropriate project stakeholders.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Manage Stakeholders - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Communications Methods:&lt;/b&gt; The methods of communications identified for each stakeholder in the communications management plan are utilized during stakeholder management. Face-to-face meetings are the most effective means for communicating and resolving issues with stakeholders. When face-to-face meetings are not warranted or practical then telephone calls, electronic mail, and other electronic tools are useful for exchanging information and dialoguing.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Issue Logs: &lt;/b&gt; An issue is clarified and stated in a way that it can be resolved. An owner is assigned and a target date is usually established for closure. Unresolved issues can be a major source of conflict and project delays.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Manage Stakeholders - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Resolved Issues:&lt;/b&gt; As stakeholder requirements are identified and resolved, the issues log will document concerns that have been addressed and closed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Approved Change Requests:&lt;/b&gt; Approved change requests include stakeholder issue status changes in the staffing management plan, which are necessary to reflect changes to how communications with stakeholders will occur.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Approved Corrective Actions:&lt;/b&gt; Approved corrective actions include changes that bring the expected future performance of the project in line with the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Organizational Process Assets updates&lt;/b&gt; &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Project Management Plan updates:&lt;/b&gt; The project management plan is updated to reflect the changes made to the communications plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Active Listening:&lt;/b&gt; The receiver confirms that she is listening, confirms agreement and asks for clarification if required,&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Administrative Closure:&lt;/b&gt; Generating, gathering, and disseminating information to formalize phase or project completion.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Channels of communication:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt; &lt;p&gt;Upward communication (vertically or diagonally): For higher management&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt; &lt;p&gt;Downward communication (vertically or diagonally): For higher management&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt; &lt;p&gt;Lateral communication (horizontally): For peers &lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Communications Planning:&lt;/b&gt; Determining the information and communications needs of the project stakeholders. This includes who needs it, when they will need it, and how it will be given to them.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Information Distribution:&lt;/b&gt; Making needed information available to project stakeholders in a timely manner.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Communication Blockers:&lt;/b&gt; &lt;/p&gt;&lt;br /&gt;   &lt;ul&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;Noise&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;Distance&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;Improper encoding of messages&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;    &lt;li&gt;&lt;p&gt;Saying &quot;that is a bad idea&quot;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;Hostility&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt; Language&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;Culture&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Communication Methods:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Formal Verbal:&lt;/b&gt; Presentation,  speeches.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Informal Verbal:&lt;/b&gt; Meetings, Conversations&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Non-Verbal:&lt;/b&gt;  Encoding a message without using words. Usually done through body language.  Total Message Impact = Words (7%) + Vocal tones (38%) + Facial expressions (55%)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Formal Written:&lt;/b&gt; Project Plan,  Project charter, Specifications&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Informal Written:&lt;/b&gt; Memos, Email, Notes.&lt;/p&gt;&lt;/li&gt; &lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Effective Listening:&lt;/b&gt; Watching the speaker to pick up physical gestures  and  facial  expressions, thinking about what you want to say before responding, asking questions, repeating and providing feedback.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Filtering :&lt;/b&gt; A phenomenon that occurs when a large portion of the message is lost in vertical/horizontal communication.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Noise:&lt;/b&gt; Anything that interferes with the transmission and understanding of the message (e.g., distance).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Paralingual:&lt;/b&gt; means the pitch and tone of your voice. This also helps to convey a message.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Memos, emails are examples of non-formal communication.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Reports, Metrics are example of formal communication.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Approximately 70-90% of project manager&#39;s time is spend communicating.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;PM&#39;s spend ~50% of their time in meetings.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt; Three basic elements of interpersonal communication: &lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The sender (or encoder) of the message.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The signal or the message.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The receiver (or decoder) of the message.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Number of communication channel will be calculated using formula n*(n-1)/2 where n is the number of people involved in the communication. So if there are ten stakeholders in a project, there are 10*9/2 = 45 channels of communication.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-communication-management.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-1302847078763633872</guid><pubDate>Fri, 10 Apr 2009 07:11:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.312-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Human Resource Management</title><description>&lt;h2&gt;Human Resource Management&lt;/h2&gt;&lt;br /&gt;	&lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Human resource Management &lt;/b&gt; is a groups of processes required to make the most effective use of the people involved with the project.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;The Project Human Resource Management processes include the following:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Human Resource Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Acquire Project Team&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Develop Project Team&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Manage Project Team&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Human Resource Planning&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Planning, identifying, documenting, and assigning project roles, responsibilities, and reporting relationships to individuals or groups.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Individuals and groups may be part of the organization performing the project or may be external to it.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Internal groups are often associated with a specific functional department, such as engineering, marketing, or accounting.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Human Resource Planning process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Human Resource Planning - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt;The definition of project roles and responsibilities is developed with an understanding of the ways that existing organizations will be involved and how the technical disciplines and people currently interact with one another.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets :&lt;/b&gt; Templates and checklists reduce the amount of planning time needed at the beginning of a project and reduce the likelihood of missing important responsibilities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3)Project Management Plan:&lt;/b&gt; The project management plan includes the activity resource requirements, plus descriptions of project management activities, such as quality assurance, risk management, and procurement, that will help the project management team identify all of the required roles and responsibilities.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Human Resource Planning - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Organization Charts and Position Descriptions :&lt;/b&gt; Various formats exist to document team member roles and responsibilities. Most of the formats fall into one of three types&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Hierarchical-type charts:&lt;/b&gt; The traditional organization chart structure can be used to show positions and relationships in a graphic, top-down format.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Matrix-based charts:&lt;/b&gt; A responsibility assignment matrix (RAM) is used to illustrate the connections between work that needs to be done and project team members. RACI is an example of RAM.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Text-oriented formats:&lt;/b&gt; Team member responsibilities that require detailed descriptions can be specified in text-oriented formats.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Networking:&lt;/b&gt;  Human resources networking activities include proactive correspondence, luncheon meetings, informal  conversations, and trade conferences&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Organizational theory :&lt;/b&gt; Body of literature describing how an organization can, and should be structured.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Human Resource Planning - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Role and responsibilities :&lt;/b&gt; The following items should be addressed addressed when listing the roles and responsibilities needed to complete the project:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Role: &lt;/b&gt; The label describing the portion of a project for which a person is accountable.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Authority:&lt;/b&gt; The right to apply project resources, make decisions, and sign approvals.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Responsibility:&lt;/b&gt; The work that a project team member is expected to perform in order to complete the project.s activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;B&gt;Competency:&lt;/b&gt; The skill and capacity required to complete project activities.&lt;/b&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Organization Chart :&lt;/b&gt; A project organization chart is a graphic display of project team members and their reporting relationships.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Staffing Management Plan:&lt;/b&gt; The staffing management plan, a subset of the project management plan describes when and how human resource requirements will be met.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Acquire Project Team&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Acquire Project Team is the process of obtaining the human resources needed to complete the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Staff Acquisition process is a part of &quot;Project Execution Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Acquire Project Team - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt; Project team members are drawn from all available sources, both internal and external. When the project management team is able to influence or direct staff assignments, characteristics to consider include:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Availability:&lt;/b&gt; Who is available and when are they available?&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Ability:&lt;/b&gt; What competencies do people possess?&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Experience:&lt;/b&gt; Have the people done similar or related work? Have they done it well?&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Interests:&lt;/b&gt; Are the people interested in working on this project?&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost:&lt;/b&gt; How much will each team member be paid, particularly if they are contracted from outside the organization?&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets :&lt;/b&gt; One or more of the organizations involved in the project may have policies, guidelines, or procedures governing staff assignments&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Roles and Responsibilities :&lt;/b&gt; Roles and responsibilities define the positions, skills, and competencies that the project demands.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Organization Charts:&lt;/b&gt; Project organization charts provide an overview regarding the number of people needed for the project&lt;/b&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Staffing Management Plan:&lt;/b&gt; The staffing management plan, along with the project schedule, identifies the time periods each project team member will be needed and other information important to acquiring the project team.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Acquire Project Team - Tools &amp; Technology&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Pre-Assignment:&lt;/b&gt; Staff have been assigned because they were promised in the proposal or were defined in the project charter (e.g. internal projects). &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Negotiations :&lt;/b&gt; With Functional Managers or other project management teams; to ensure receiving needed resources when required.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Acquisition :&lt;/b&gt; When the performing organization lacks the in-house staff needed to complete the project, the required services can be acquired from outside sources.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Virtual Teams:&lt;/b&gt; Virtual teams can be defined as groups of people with a shared goal, who fulfill their roles with little or no time spent meeting face to face.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Acquire Project Team - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Project Staff Assignments:&lt;/b&gt; Appropriate people have been assigned to work on the project full-time, part-time, or variably, based on project needs.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Resource Availability :&lt;/b&gt; Resource availability documents the time periods each project team member can work on the project.&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Staffing Management Plan updates:&lt;/b&gt; As specific people fill the project roles and responsibilities, changes in the staffing management plan may be needed because people seldom fit the exact staffing requirements that are planned.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Develop Project Team&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Team Development involves&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Enhancing the ability of stakeholders to contribute as individuals.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Enhancing the ability of the team to function as a team.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Team Development process is a part of &quot;Project Execution Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1)Develop Project Team - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Staff Assignments:&lt;/b&gt; Team development starts with a list of the project team members. Project staff assignment documents identify the people who are on the team.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Staffing Management Plan :&lt;/b&gt; The staffing management plan identifies training strategies and plans for developing the project team.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Resource Availability:&lt;/b&gt;  Resource availability information identifies times that project team members can participate in team development activities.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Develop Project Team - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Team-building activities :&lt;/b&gt; Actions taken to improve team performance. (e.g. Outward bound)&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) General Management Skills: &lt;/b&gt; Interpersonal skills sometimes known as .soft skills,. are particularly important to team development&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Training:&lt;/b&gt; Training includes all activities designed to enhance the competencies of the project team members. Training can be formal or informal. Examples of training methods include classroom, online, computer-based, on-the-job training from another&lt;br /&gt;project team member, mentoring, and coaching.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Team-Building Activities:&lt;/b&gt; Team-building activities can vary from a five-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Ground Rules:&lt;/b&gt; Ground rules establish clear expectations regarding acceptable behavior by project team members.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Co-Location:&lt;/b&gt; Co-location involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Reward and recognition systems :&lt;/b&gt; Formal management actions that promote or reinforce desired behavior. Clear, explicit and achievable.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Develop Project Team - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Team Performance Assessment:&lt;/b&gt; As development efforts such as training, team building, and co-location are implemented, the project management team makes informal or formal assessments of the project team.s effectiveness. The evaluation of a team.s effectiveness can include indicators such as&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Improvements in individual skills&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Improvements in team behaviors&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Improvements in either individual skills or team capabilities&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Manage Project Team&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Manage Project Team involves tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Manage Project Team - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets:&lt;/b&gt; The project management team should utilize an organization.s policies, procedures,&lt;br /&gt;and systems for rewarding employees during the course of a project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Staff Assignments:&lt;/b&gt; Project staff assignments provide a list of the project team members to be evaluated during this monitoring and controlling process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Roles and Responsibilities:&lt;/b&gt; A list of the staff.s roles and responsibilities is used to monitor and evaluate&lt;br /&gt;performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Organization Charts:&lt;/b&gt; Project organization charts provide a picture of the reporting relationships among&lt;br /&gt;project team members.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Staffing Management Plan:&lt;/b&gt; The staffing management plan lists the time periods that team members are expected to work on the project, along with information such as training plans, certification requirements, and compliance issues.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Team Performance Assessment:&lt;/b&gt; The project management team makes ongoing formal or informal assessments of the project team.s performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Work Performance Information:&lt;/b&gt; As part of the Direct and Manage Project Execution process, the project management team directly observes team member performance as it occurs.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.8) Performance Reports:&lt;/b&gt; Performance reports provide documentation about performance against the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Manage Project Team - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Observation and Conversation:&lt;/b&gt; Observation and conversation are used to stay in touch with the work and attitudes of project team members.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Project Performance Appraisals:&lt;/b&gt; The need for formal or informal project performance appraisals depends on the length of the project, complexity of the project, organizational policy, labor contract requirements, and the amount and quality of regular communication.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Conflict Management:&lt;/b&gt; Successful conflict management results in greater productivity and positive working relationships.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Issue Log:&lt;/b&gt; As issues arise in the course of managing the project team, a written log can document persons responsible for resolving specific issues by a target date.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Staffing Management Plan:&lt;/b&gt; The staffing management plan lists the time periods that team members are expected to work on the project, along with information such as training plans, certification requirements, and compliance issues.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Team Performance Assessment:&lt;/b&gt; The project management team makes ongoing formal or informal assessments of the project team.s performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Work Performance Information:&lt;/b&gt; As part of the Direct and Manage Project Execution process, the project management team directly observes team member performance as it occurs.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.8) Performance Reports:&lt;/b&gt; Performance reports provide documentation about performance against the project management .&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Manage Project Team - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Requested Changes:&lt;/b&gt; Staffing changes, whether by choice or by uncontrollable events, can affect the rest of the project plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Recommended Corrective Actions :&lt;/b&gt; Corrective action for human resource management includes items such as staffing changes, additional training, and disciplinary actions.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Recommended Preventive Actions:&lt;/b&gt; Preventive actions can include cross-training in order to reduce problems during project team member absences, additional role clarification to ensure all responsibilities are fulfilled, and added personal time in anticipation of extra work that may be needed in the near future to meet project deadlines.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Organizational Process Assets updates:&lt;/b&gt; Lessons learned documentation and Input to organizational performance appraisals.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Project Management Plan updates:&lt;/b&gt; Approved change requests and corrective actions can result in updates to the&lt;br /&gt;staffing management plan&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Concurrent Engineering:&lt;/b&gt; An approach to project staffing that, in its most general form, calls for implementers to be involved in the design phase. (Sometimes confused with fast tracking)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Functional Manager:&lt;/b&gt; A manager responsible for activities in a specialized department or function. (e.g., engineering, manufacturing, marketing)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Functional Organization:&lt;/b&gt;  An organization structure in which staff are grouped hierarchically by specialty&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Halo Effect&lt;/b&gt; is the assumption that because the person is good at a technology, he will be good as a project manager.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Line Manager:&lt;/b&gt; The manager of any group that actually makes a product or performs a service. ie. A functional manager.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Leadership Styles:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;   &lt;ul&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;&lt;b&gt;Directing:&lt;/b&gt; Telling others what to do&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;&lt;b&gt;Facilitating:&lt;/b&gt; Coordinating the input of others&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;&lt;b&gt;Coaching:&lt;/b&gt; Instructing others&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;&lt;b&gt;Supporting:&lt;/b&gt; Providing assistance along the way&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;&lt;b&gt;Autocratic:&lt;/b&gt; Making decisions without input&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;&lt;b&gt;Consultative:&lt;/b&gt; Inviting ideas from others&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;li&gt;&lt;p&gt;&lt;b&gt;Consensus:&lt;/b&gt; Problem solving in a group with decision-making based on group agreement&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;   &lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Matrix Organization:&lt;/b&gt; Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Organizational Breakdown Structure:&lt;/b&gt; A depiction of the project organization arranged so (OBS) as to relate work packages to organizational units.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Management Team:&lt;/b&gt; The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Manager: &lt;/b&gt;  The individual responsible for managing a project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Team Members:&lt;/b&gt; The people who report either directly or indirectly to the project manager.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Projectized Organization:&lt;/b&gt; Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Responsibility Assignment Matrix (RAM):&lt;/b&gt; defines who does what. The Staffing Management Plan defines when will people get added and removed from the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Team Conflicts: &lt;/b&gt;Conflicts in the team are caused due to the following reasons in decreasing order of occurrences.&lt;/p&gt;&lt;br /&gt;     &lt;ul&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Schedules&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Project Priorities&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Resources&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Technical Opinions&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;/ul&gt;&lt;br /&gt;&lt;p&gt;So the most common cause of conflicts in projects are issues related to schedules.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Problem Solving Techniques:&lt;/b&gt; There are standard conflict resolution techniques available to resolve conflicts. These are (from best to worst):&lt;/p&gt;&lt;br /&gt;    &lt;ul&gt;&lt;br /&gt;    &lt;li&gt;&lt;p&gt;&lt;b&gt;Problem Solving or Confrontation:&lt;/b&gt; (look at the facts, analyze them and find a solution). This is an example of win-win situation.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;    &lt;li&gt;&lt;p&gt;&lt;b&gt;Compromising: &lt;/b&gt; (Find the middle route). This is an example of loose-loose situation.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;    &lt;li&gt;&lt;p&gt;&lt;b&gt;Withdrawal or Avoidance&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;    &lt;li&gt;&lt;p&gt;&lt;b&gt;Smoothing (Emphasize the agreements)&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;    &lt;li&gt;&lt;p&gt;&lt;b&gt;Forcing :&lt;/B&gt;(Do it my way). This is an example of win-loose situation.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;    &lt;/ul&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Manager&#39;s Power&lt;/b&gt; A Project Manager may yield authority over the project team in one of the following ways:&lt;/p&gt;&lt;br /&gt;     &lt;ul&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;&lt;b&gt;Referent&lt;/b&gt; - project team knows the PM&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;&lt;b&gt;Formal Power&lt;/b&gt; - Power due to Project Managers position&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;&lt;b&gt;Technical Power&lt;/b&gt; - Project Manager has strong technical skills in the projects domain.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;&lt;b&gt;Coercive Power&lt;/b&gt; - The project team is afraid of the power the Project Manager holds.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;/ul&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Organizational Theories: &lt;/b&gt; There are many organizational theories. Some of the main ones are - Expectancy Theory, McGregory Theory, Herzberg Theory, Maslow&#39;s Hierarchy of needs.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Expectancy Theory :&lt;/b&gt; People accept to be rewarded for their efforts. This is a motivation factor. People put in more efforts because they accept to be rewarded for their efforts.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;McGregory Theory of X and Y : &lt;/b&gt; There are two type of employees. Employees of type X need to be always watched. They cannot be trusted and need to be micro managed. Employees of type Y, on the other hand, are self-motivated. They can work independently.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Herzberg Theory: &lt;/b&gt; Hygiene factors (salary, cleanliness etc.) if not present can destroy motivation. However good hygiene alone does not improve motivation. What motivates people is the work itself. The motivation factors for employees include responsibility, self-actualization, growth, recognition etc.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Maslow&#39;s Hierarchy of needs:&lt;/b&gt; There are various levels of needs for an employee. When a lower level is met, employee attempts to reach the next higher level. The maximum satisfaction is achieved when the employee reaches the highest level of satisfaction - self-fulfillment. These level of needs from the highest to lowest are:&lt;/p&gt;&lt;br /&gt;     &lt;ul&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Self-fulfillment&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Esteem&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Social&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Safety&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;li&gt;&lt;p&gt;Physiology&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;     &lt;/ul&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;War room&lt;/b&gt;:  is a technique for team building. As part of this the project team meets in one room. It helps to create a project identity.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/human-resource-management.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-6735078270981255240</guid><pubDate>Fri, 10 Apr 2009 07:10:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.312-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Quality Management</title><description>&lt;h2&gt;Project Quality Management&lt;/h2&gt;&lt;br /&gt; &lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Project Quality Management&lt;/b&gt; is a group of processes necessary to ensure that the project will satisfy customer requirements.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following three processes which are part of Project Quality  Management.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Quality Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Quality Assurance&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Quality Control&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;Modern quality management complements project management. For example, both disciplines recognize the importance of:&lt;br /&gt;&lt;p&gt;&lt;b&gt;Customer satisfaction:&lt;/b&gt; Understanding, evaluating, defining,and managing expectations so that customer requirements are met.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Prevention over inspection:&lt;/b&gt; The cost of preventing mistakes is generally much less than the cost of correcting them, as revealed by inspection.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Management responsibility:&lt;/b&gt; Success requires the participation of all members of the team, but it remains the responsibility of management to provide the resources needed to succeed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Continuous improvement:&lt;/b&gt; The plan-do-check-act cycle is the basis for quality improvement as defined by Shewhart and modified by Deming.&lt;/p&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Quality Planning&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Identifying which quality standards are relevant to the project and determining how to satisfy them.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&quot;Quality is planned in - not inspected in&quot;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Quality Planning process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Quality Planning - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt; Governmental agency regulations, rules, standards, and guidelines specific to the application area may affect the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; Organizational quality policies, procedures and guidelines, historical databases and lessons learned from previous projects specific to the application area may affect the project. &lt;b&gt;Quality policy &lt;/b&gt; is overall intentions and direction of an organization with regard to quality as formally expressed by top management.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Quality Planning - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Benefit/cost analysis: &lt;/b&gt;  Cost and benefit tradeoffs of meeting quality requirements. (Less rework).&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Benchmarking: &lt;/b&gt; Comparing actual or planned project practices to other projects, in order to generate ideas for improvement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Design of experiments:&lt;/b&gt; Analytical technique that helps identify which variables have the most influence on the overall outcome.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Cost of Quality :&lt;/b&gt; Total cost of all quality efforts. Includes : Prevention costs, appraisal costs and failure costs.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Additional Quality Planning Tools:&lt;/b&gt; These include brainstorming, affinity diagrams, force field analysis, nominal group techniques, matrix diagrams, flowcharts like Ishikawa diagram, and prioritization matrices.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Quality Planning - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Quality Management Plan &lt;/b&gt; Describes how the Project Management team will implement quality policy.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Quality Metrics:&lt;/b&gt; Describes what something is and how it is measured by the quality control process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Quality Checklists :&lt;/b&gt; Used to verify that a set of required steps has been performed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Process Improvement Plan: &lt;/b&gt; The process improvement plan details the steps for analyzing processes that will facilitate the identification of waste and non-value added activity, thus increasing customer value, such as:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Process boundaries:&lt;/b&gt; Describes the purpose, start, and end of processes, their inputs and outputs, data required, if any, and the owner and stakeholders of processes.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Process configuration:&lt;/b&gt; A flowchart of processes to facilitate analysis with interfaces identified.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Process metrics:&lt;/b&gt; Maintain control over status of processes.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Targets for improved performance:&lt;/b&gt; Guides the process improvement activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Quality Baseline:&lt;/b&gt; The quality baseline records the quality objectives of the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Project Management Plan updates:&lt;/b&gt; The project management plan will be updated through the inclusion of a subsidiary quality management plan and process improvement plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Quality Assurance&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Planned and systematic activities implemented within the quality system in order to provide confidence that the project will satisfy the relevant quality standards.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Quality Assurance process is a part of &quot;Project Execution Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Quality Assurance - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Quality Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Quality Metrics&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Process Improvement Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Approved Change Requests&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Quality Control Measurements&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Implemented Change Requests&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.8) Implemented Corrective Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.9) Implemented Defect Repair&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.10) Implemented Preventive Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Quality Assurance - Tools &amp; Technology&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Quality-planning tools and techniques:&lt;/b&gt; include but not limited to:&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Benefit/cost analysis&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Benchmarking&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Flowcharting&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Design of experiments&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Quality audits :&lt;/b&gt; Structured review of Quality Management activities to identify the lessons learned that can improve the performance of this project and of other projects.&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Process Analysis:&lt;/b&gt; Process analysis follows the steps outlined in the process improvement plan to identify needed improvements from an organizational and technical standpoint.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Quality Control Tools and Techniques&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Quality Assurance - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Requested Changes:&lt;/b&gt; Quality improvement includes taking action to increase the effectiveness and efficiency of the policies, processes, and procedures of the performing organization, which should provide added benefits to the stakeholders of all projects.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Recommended Corrective Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Organizational Process Assets updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Project Management Plan updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Quality Control&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Monitoring results to determine if they comply with relevant quality standards and identifying ways to eliminate problem causes or unsatisfactory results.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Project results are deliverables and management results, such as cost and schedule performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Quality Control process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Quality Control - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Quality Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Quality Metrics&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Quality Checklists&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Organizational Process Assets&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Approved Change Requests&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Deliverables&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Quality Control - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Cause and Effect Diagram:&lt;/b&gt; Cause and effect diagrams, also called Ishikawa diagrams or fishbone diagrams, illustrate how various factors might be linked to potential problems or effects.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2)  Control Charts:&lt;/b&gt; Control charts are graphic display of the results over a time of a process. They are used to determine if the process is &quot;in control&quot;.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Flowcharting: &lt;/b&gt; Flowcharting helps to analyze how problems occur. A flowchart is a graphical representation of a process and shows how various elements of a system interrelate.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Histogram:&lt;/b&gt; A histogram is a bar chart showing a distribution of variables. Each column represents an attribute or characteristic of a problem/situation. The height of each column represents the relative frequency of the characteristic. This tool helps identify the cause of problems in a process by the shape and width of the distribution.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Pareto Diagram:&lt;/b&gt; is a histogram and ordered by frequency of occurrence, that shows how many results were generated by type or category of identified case. Pareto diagrams are conceptually related to Pareto&#39;s law which holds that a relatively small number of causes will typically produce a large number of the problems or defects. This is commonly referred to as the 80/20 principle where 80% of the problems are due to 20% of the causes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Run Chart:&lt;/b&gt; A run chart shows the history and pattern of variation. A run chart is a line graph that shows data points plotted in the order in which they occur. Run charts show trends in a process over time, variation over time, or declines or improvements in a process over time.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.7) Scatter Diagram:&lt;/b&gt; A scatter diagram shows the pattern of relationship between two variables. This tool allows the quality team to study and identify the possible relationship between changes observed in two variables.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.8) Statistical Sampling:&lt;/b&gt; Choosing part of a population of interest for inspection. Decision made thereafter on quality.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.9) Inspection (reviews):&lt;/b&gt; Measuring, examining, and testing to determine whether results conform to requirements.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.10) Defect Repair Review:&lt;/b&gt; Defect repair review is an action taken by the quality control department or similarly titled organization to ensure that product defects are repaired and brought into compliance with requirements or specifications.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Quality Control - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Quality Control Measurements:&lt;/b&gt; Quality control measurements represent the results of QC activities that are fed&lt;br /&gt;back to QA  to reevaluate and analyze the quality standards and processes of the performing organization.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Validated Defect Repair:&lt;/b&gt; The repaired items are re inspected and will be either accepted or rejected before&lt;br /&gt;notification of the decision is provided. Rejected items may require further defect repair.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Quality Baseline updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Recommended Corrective Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Recommended Preventive Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Requested Changes&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.7) Recommended Defect Repair&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.8) Organization Process Assets updates:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt; Completed checklists &lt;/li&gt;&lt;br /&gt;&lt;li&gt; Lessons learned documentation.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.9) Validated Deliverables:&lt;/b&gt; A goal of quality control is to determine the correctness of deliverables. The results&lt;br /&gt;of the execution quality control processes are validated deliverables.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.10) Project Management Plan updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Control:&lt;/b&gt; The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Control Charts:&lt;/b&gt;  A graphic display of the results, over time and against established control limits, of a process. They are used to determine if the process is in control or in need of adjustment.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Corrective Action:&lt;/b&gt; Changes made to bring expected future performance of the project into line with the plan.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost of Quality:&lt;/b&gt; The cost incurred to ensure quality. Includes quality planning, quality control, quality assurance, and rework.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Pareto Diagram:&lt;/b&gt; A histogram ordered by frequency of occurrence that shows how many results were generated by each identified cause.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Performance Reporting:&lt;/b&gt;  Collecting and disseminating information about project performance to help ensure project progress.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Quality Management:&lt;/b&gt;  The processes required to ensure that the project will satisfy the needs for which it as undertaken.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;  Quality Assurance (QA): &lt;/b&gt;  The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. Also, the organizational unit that is assigned responsibility for quality assurance.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Quality Control (QC):&lt;/b&gt;  The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. Also, the organizational unit that is assigned responsibility for quality control.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Quality Plan:&lt;/b&gt;  A document setting out the specific quality practices, resources and sequence of activities relevant to a particular product, service, contract or project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Quality Policy:&lt;/b&gt;  The overall quality intentions and direction of an organization as regards quality, as formally expressed by top management.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Quality Planning:&lt;/b&gt;  Identifying which quality standards are relevant to the project and determining how to satisfy them.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Total Quality Management (TQM):&lt;/b&gt;  A common approach to implementing a quality improvement program within an organization.&lt;/p&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Deming &lt;/b&gt; suggested a process of Plan-Do-Check-Act to improve quality. According to Deming, each process should go through these steps to improve the quality.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Kaizen Theory : &lt;/b&gt;Apply continuous small improvements to reduce costs and ensure consistency.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Marginal Analysis :&lt;/b&gt; You compare the cost of incremental improvements against the increase in revenue made from quality improvements. Optimal quality is reached when cost of improvements equals the costs to achieve quality.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Rule of seven : &lt;/b&gt;In control charts, if there are seven points on one side of mean, then an assignable cause must be found.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Customer Satisfaction:&lt;/b&gt; Customer expectations met. Conform to requirements.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Prevention vs. Inspection &lt;/b&gt; The cost of preventing mistakes/defects is much less than the cost of correcting them later when identified by inspection.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Quality is Management&#39;s responsibility&lt;/p&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The aim of quality is to ensure &quot;Conformance to requirements&quot; and &quot;fitness for use&quot;.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Giving extras i.e. doing more than the project scope is called gold-plating. PMI does not recommend gold-plating.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Quality must be planned in and not inspected in. Prevention is more important than inspection.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;In Just-In-Time (JIT) Quality, the amount of inventory is zero. The inputs are made available, just when they are required. This reduces the storage cost.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-quality-management.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-4019896444339554872</guid><pubDate>Fri, 10 Apr 2009 07:10:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.312-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Risk Management</title><description>&lt;h2&gt;Project Risk Management&lt;/h2&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZkp8YXWvpGVpm5tQyCzSgS5UHkMm-7UlUxgXgzTJGdUvUMut00MNoqi-vRufT9cs2aPhZKcYGY3qxsaxoB6WGbh0sZxwsLD98_fBPOBiknPisyAZkYY5055vqZjDWALA6VDI0rp_yPuE/s1600-h/risk1.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 236px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZkp8YXWvpGVpm5tQyCzSgS5UHkMm-7UlUxgXgzTJGdUvUMut00MNoqi-vRufT9cs2aPhZKcYGY3qxsaxoB6WGbh0sZxwsLD98_fBPOBiknPisyAZkYY5055vqZjDWALA6VDI0rp_yPuE/s320/risk1.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303668205233046962&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Project Risk Management&lt;/b&gt; is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Project Risk is an uncertain event or condition that, if occurs, has a positive or a negative effect on a project objective.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following six processes which are part of Project Risk  Management.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Risk Management Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Risk Identification&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Qualitative Risk Analysis&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Quantitative Risk Analysis&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Risk Response Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Risk Monitoring and Control&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Risk Management Planning&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdBCrfs_ioQw7569Nb1xru8Lp5_JdGQNoqaPiBZCTmvBpOnqnkfDHpmbtL-Ccv0l-ZQr3ih720X2HNzC6nzwBxshpeAtba5Mp8fvXe5xGYIIW7aW6Wolr0d9gnMUmDt4mMPd-cLlsIAY8/s1600-h/risk2.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 284px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdBCrfs_ioQw7569Nb1xru8Lp5_JdGQNoqaPiBZCTmvBpOnqnkfDHpmbtL-Ccv0l-ZQr3ih720X2HNzC6nzwBxshpeAtba5Mp8fvXe5xGYIIW7aW6Wolr0d9gnMUmDt4mMPd-cLlsIAY8/s320/risk2.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303668202106931282&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Process of deciding how to approach and plan the risk management activities for a project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Risk Management Planning process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Risk Management Planning - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt; The attitudes toward risk and the risk tolerance of organizations and people involved in the project will influence the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; Organizations may have predefined approaches to risk management such as risk&lt;br /&gt;categories, common definition of concepts and terms, standard templates, roles and responsibilities, and authority levels for decision-making.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Risk Management Planning - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Planning Meetings and Analysis:&lt;/b&gt; Attendees are the PM, leadership team, key stakeholders and those in the organization responsible to manage project risks.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Risk Management Planning - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Risk Management Plan &lt;/b&gt; Describes how risk identification, analysis, response planning and monitoring will take place.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;The Risk Management Plan may include the following:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Methodology:&lt;/b&gt; Defines the approaches, tools, and data sources that may be used to perform risk management on the project.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Approach and tools to be used&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Roles and responsibilities&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Budgeting&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Timing&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Thresholds&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Reporting and tracking&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Risk Identification&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgY7RH0OFomI7BxSMjIOQNO6tOBSzq8Wal9COTc-2lWxx60CiSVvgQDBO3C2akJLHnSrlaJC6AHtxSUbaHGVatJSAI2vUI_z4JyK0zPLbzXCCiiJK5V1GDKQv_Xf8dODdQ0ALq4H3crGQ4/s1600-h/risk3.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 257px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgY7RH0OFomI7BxSMjIOQNO6tOBSzq8Wal9COTc-2lWxx60CiSVvgQDBO3C2akJLHnSrlaJC6AHtxSUbaHGVatJSAI2vUI_z4JyK0zPLbzXCCiiJK5V1GDKQv_Xf8dODdQ0ALq4H3crGQ4/s320/risk3.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303668201181369026&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Determining which risks might affect the project and documenting their characteristics.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Risk Identification is an iterative process, involving the project team, management team, stakeholders and subject matter experts (if required).&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Risk Identification process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Risk Identification - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt; Published information, including commercial databases, academic studies, benchmarking, or other industry studies, may also be useful in identifying risks.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; Information on prior projects may be available from previous project files, including actual data and lessons learned.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement:&lt;/b&gt; Project assumptions are found in the project scope statement. Uncertainty in project assumptions should be evaluated as potential causes of project risk.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Risk Management Plan:&lt;/b&gt; Risk Management Plan Key inputs from the risk management plan to the Risk Identification process are the assignments of roles and responsibilities, provision for risk management activities in the budget and schedule, and categories of risk, which are sometimes expressed in an RBS.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Project Management Plan:&lt;/b&gt; The Risk Identification process also requires an understanding of the schedule,&lt;br /&gt;cost, and quality management plans found in the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Risk Identification - Tools &amp; Technology&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Documentation reviews:&lt;/b&gt; Review project plans, assumptions.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Information Gathering Techniques:&lt;/b&gt; Delphi, brainstorming, interviewing, SWOT analysis.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Checklists Analysis:&lt;/B&gt; can be developed based on historical information and knowledge.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Assumptions analysis:&lt;/b&gt; Explores the validity of each assumption made.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Diagramming Techniques:&lt;/b&gt; It may include&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cause-and-effect diagram or Ishikawa or fishbone diagrams:&lt;/b&gt; This is useful for identifying causes of risks&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;System or process flow charts:&lt;/b&gt; Shows how various elements of a system inter-relate and the mechanism of causion&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Influence diagram:&lt;/b&gt; A Graphical representation of a problem showing casual influences, time ordering of events and other relationships among variables and outcomes.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Risk Identification - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Risks Register:&lt;/b&gt; The risk register ultimately contains the outcomes of the other risk management processes as they are conducted. The preparation of the risk register begins in the Risk Identification process with the following information, and then&lt;br /&gt;becomes available to other project management and Project Risk Management processes.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;List of identified risks&lt;/li&gt;&lt;br /&gt;&lt;li&gt;List of potential responses&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Root causes of risk&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Updated risk categories&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Qualitative Risk Analysis&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgp727tXqjU2MA1jErDnRrpFJeeNeoE0vS53aQZ_pv5pQ0GCgnouTpZvaPQ3iQhDmRLuK0ApH18fbH-JS270LMA0v5jCvfF6WmMerVbkDJKGC5sXKLkIJUA2dsm8ZKGHKanbed-LTyINoQ/s1600-h/risk4.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 266px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgp727tXqjU2MA1jErDnRrpFJeeNeoE0vS53aQZ_pv5pQ0GCgnouTpZvaPQ3iQhDmRLuK0ApH18fbH-JS270LMA0v5jCvfF6WmMerVbkDJKGC5sXKLkIJUA2dsm8ZKGHKanbed-LTyINoQ/s320/risk4.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303668207959688466&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Process of assessing the impact and likelihood of identified risks. This process prioritizes risks according to their potential effect on the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Qualitative Risk Analysis process is part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Qualitative Risk Analysis - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets: &lt;/b&gt; Data about risks on past projects and the lessons learned knowledge base can be used in the Qualitative Risk Analysis process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Scope Statement&lt;/b&gt;&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Risk Management Plan: &lt;/b&gt; Key elements of the risk management plan for Qualitative Risk Analysis include roles and responsibilities for conducting risk management, budgets, and schedule activities for risk management, risk categories, definition of probability and impact, the probability and impact matrix. &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Risk Register:&lt;/b&gt; A key item from the risk register for Qualitative Risk Analysis is the list of identified risks.&lt;/li&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Qualitative Risk Analysis - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Risk probability and impact Assessment: &lt;/b&gt; Probability is the likelihood the event will occurs. Impact is the effect on project objectives if the risk occurs.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Probability/Impact risk rating matrix&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Risk Data Quality Assessment:&lt;/b&gt;  A qualitative risk analysis requires accurate and unbiased data if it is to be credible.  Analysis of the quality of risk data is a technique to evaluate the degree to which the data about risks is useful for risk management. It involves examining the degree to which the risk is understood and the accuracy, quality, reliability, and integrity of the data about the risk.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Risk Categorization&lt;/b&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Risk Urgency Assessment:&lt;/b&gt; Risks requiring near-term responses may be considered more urgent to address.&lt;/p&gt;&lt;br /&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Qualitative Risk Analysis - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Risk Register updates:&lt;/b&gt; The risk register is initiated during the Risk Identification process. The risk register is updated with information from Qualitative Risk Analysis and the updated risk register is included in the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;h1&gt;Quantitative Risk Analysis&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Aims to analyze numerically the probability of each risk and its consequence of project objectives.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Quantitative Risk Analysis process is part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Quantitative Risk Analysis - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets:&lt;/b&gt; Information on prior, similar completed projects, studies of similar projects by risk specialists, and risk databases that may be available from industry or proprietary sources.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Scope Statement&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Risk Management Plan:&lt;/b&gt; Key elements of the risk management plan for Quantitative Risk Analysis include roles and responsibilities for conducting risk management, budgets, and schedule activities for risk management, risk categories, the RBS, and revised stakeholders&#39;s risk tolerances&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Risk Register: &lt;/b&gt; Key items from the risk register for Quantitative Risk Analysis include the list of identified risks, the relative ranking or priority list of project risks, and the risks grouped by categories.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Project Management Plan&lt;/b&gt; &lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Quantitative Risk Analysis - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Data Gathering and Representation Techniques:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Interviewing:&lt;/b&gt; Interviewing techniques are used to quantify the probability and impact of risks on project objectives&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Probability distributions.:&lt;/b&gt; Continuous probability distributions represent the uncertainty in values, such as durations of schedule activities and costs of project components. Discrete distributions can be used to represent uncertain events, such as the outcome of a test or a possible scenario in a decision tree.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Expert judgment:&lt;/b&gt; Subject matter experts internal or external to the organization, such as engineering or statistical experts, validate data and techniques.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Quantitative Risk Analysis and Modeling Techniques:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Sensitivity analysis:&lt;/b&gt; Sensitivity analysis helps to determine which risks have the most potential impact on the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Expected monetary value analysis:&lt;/b&gt; Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Decision tree analysis:&lt;/b&gt; Decision tree analysis is usually structured using a decision tree diagram that describes a situation under consideration, and the implications of each of the available choices and possible scenarios.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Modeling and simulation:&lt;/b&gt; A project simulation uses a model that translates the uncertainties specified at a detailed level of the project into their potential impact on project objectives.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Quantitative Risk Analysis - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Risk Register updates: &lt;/b&gt; Risk Register is further updated in Quantitative Risk Analysis. The risk register is a component of the project management plan. Updates include the following main components:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Prioritized list of quantified risks&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Probabilistic analysis of project :&lt;/b&gt; Forecast of schedule and cost results and confidence levels of achieving these.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Probability of achieving cost and time objectives:&lt;/b&gt; Probability of achieving project objectives.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Trends in quantitative risk analysis results:&lt;/b&gt; As the analysis is repeated, a trend may become apparent that leads to conclusions affecting risk responses.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Risk Response Planning&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhs3z0bhL8gOk6lOsiynIn1mbNyJsJPerqyYBKkJnRgiyhwyih6znrVMwh0qrUtko95CuijHdb9FDNj85zoJ8EskzDcTUtpp4EhvDpiyP6g2MURhs_dad_mjyk7xa0ZHWCM1J1IsOvfFQs/s1600-h/risk5.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 236px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhs3z0bhL8gOk6lOsiynIn1mbNyJsJPerqyYBKkJnRgiyhwyih6znrVMwh0qrUtko95CuijHdb9FDNj85zoJ8EskzDcTUtpp4EhvDpiyP6g2MURhs_dad_mjyk7xa0ZHWCM1J1IsOvfFQs/s320/risk5.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303668211423738578&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Process of developing options to enhance opportunities and reduce threats to the project.s objectives.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Risk Response Planning process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Risk Response Planning - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Risk Management Plan:&lt;/b&gt; It includes&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;List of prioritized risks&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Prioritized list of quantified risks&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Probabilistic analysis of project&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Probability of meeting time and cost objectives&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Trends in risk analysis results&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Risk Register:&lt;/b&gt; It includes&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Relative rating or priority list of project risks&lt;/li&gt;&lt;br /&gt;&lt;li&gt;A list of risks requiring response in the near term&lt;/li&gt;&lt;br /&gt;&lt;li&gt;A list of risks for additional analysis and response&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Trends in qualitative risk analysis results&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Root causes of risks&lt;/li&gt; &lt;br /&gt;&lt;li&gt;Risks grouped by categories&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Risk Response Planning - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Strategies for Negative Risks or Threats: &lt;/b&gt; Three strategies typically deal with threats or risks that may have negative impacts on project objectives if they occur. These strategies are to avoid, transfer, or mitigate:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Avoidance:&lt;/b&gt; Changing the project plan to eliminate the risk and protect the project objectives.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Transference :&lt;/b&gt; Shift the consequence of the risk and ownership to a third party. (E.g. insurance)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Mitigation :&lt;/b&gt; To reduce the probability/impact of a risk to an acceptable threshold. (E.g. prototype).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Strategies for Positive Risks or Opportunities:&lt;/b&gt; Three responses are suggested to deal with risks with potentially positive impacts on project objectives. These strategies are to exploit, share, or enhance.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Exploit: &lt;/b&gt; This strategy may be selected for risks with positive impacts where the organization wishes to ensure that the opportunity is realized. This strategy seeks to eliminate the uncertainty associated with a particular upside risk by making the opportunity definitely happen. Directly exploiting responses include assigning more talented resources to the project to reduce the time to completion&lt;p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Share: &lt;/b&gt;Sharing a positive risk involves allocating ownership to a third party who is best able to capture the opportunity for the benefit of the project. Examples of sharing actions include forming risk-sharing partnerships, teams, special-purpose companies, or joint ventures.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Enhance: &lt;/b&gt; This strategy modifies the .size. of an opportunity by increasing probability and/or positive impacts, and by identifying and maximizing key drivers of these positive-impact risks.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Strategy for Both Threats and Opportunities:&lt;/b&gt; &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Acceptance :&lt;/b&gt; Project plan will not be changed to deal with the risk. May develop a contingency plan if the risk does occur.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Contingent Response Strategy: &lt;/b&gt; Some responses are designed for use only if certain events occur. For some risks, it is appropriate for the project team to make a response plan that will only be executed under certain predefined emergency conditions.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Risk Response Planning - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Risk Register updates: &lt;/b&gt; It includes following but not limited to:&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk response plan:&lt;/b&gt; Risks, description,  owners, responsibilities, agreed response.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Residual risks :&lt;/b&gt; Risks that remain after avoidance, transfer or mitigation done.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Secondary risks :&lt;/b&gt; Caused by implementing a risk response.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Inputs to other processes :&lt;/b&gt; Expenditure of additional time, cost or resources required.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contractual agreements:&lt;/b&gt;Contractual agreements may be entered into specify each party&#39;s responsibility for specific risks.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contingency reserve amount needed&lt;/b&gt;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Input to a revised project plan:&lt;/b&gt; The result of the response planning must be incorporated into the project plan.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Project Management Plan updates:&lt;/b&gt; Risk response strategies, once agreed to, must be fed back into the appropriate processes in other Knowledge Areas, including the project.s budget and schedule.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Risk-Related Contractual Agreements:&lt;/b&gt; Contractual agreements, such as agreements for insurance, services, and other items as appropriate, can be prepared to specify each party.s responsibility for specific risks, should they occur.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Risk Monitoring and Control&lt;/h1&gt;&lt;br /&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjkiWvAR433Wv5YXvMf2MHyeyfOgCBgRmQxo9e76QPhqhE4WAwgttfl0lNNp0E6XYpoypKDvdTNibd0S9rn-Fd-_nMVJHn8Un_IL-4NsTJeCw8Gh7LPZy_NftxJSsQXd7YgRltrg_jF82w/s1600-h/scop6.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 278px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjkiWvAR433Wv5YXvMf2MHyeyfOgCBgRmQxo9e76QPhqhE4WAwgttfl0lNNp0E6XYpoypKDvdTNibd0S9rn-Fd-_nMVJHn8Un_IL-4NsTJeCw8Gh7LPZy_NftxJSsQXd7YgRltrg_jF82w/s320/scop6.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303668279372120322&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;br /&gt;&lt;p&gt;Process of keeping track of identified risks, monitoring residual risks, executing risk plans and evaluating the effectiveness in reducing risk.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Risk Monitoring and Control process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Risk Monitoring and Control - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Risk Management Plan: &lt;/b&gt; This plan has key inputs that include the assignment of people, including the risk&lt;br /&gt;owners, time, and other resources to project risk management.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Risk Register:&lt;/b&gt; The risk register has key inputs that include identified risks and risk owners,&lt;br /&gt;agreed-upon risk responses, specific implementation actions, symptoms and warning signs of risk, residual and secondary risks, a watch list of low priority risks, and the time and cost contingency reserves.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Approved Change Requests: &lt;/b&gt; Approved changes can generate risks or changes in identified risks, and those changes need to be analyzed for any effects upon the risk register, risk response plan, or risk management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Work Performance Information:&lt;/b&gt; Work performance information, including project deliverables status, corrective actions, and performance reports, are important inputs to Risk Monitoring and Control.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Performance Reports:&lt;/b&gt; Performance reports  provide information on project work performance, such as an analysis that may influence the risk management processes.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Risk Monitoring and Control - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Risk Reassessment:&lt;/b&gt; Risk Monitoring and Control often requires identification of new risks and&lt;br /&gt;reassessment of risks, using the processes of this chapter as appropriate.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Risk Audits:&lt;/b&gt; Risk audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes, as well as the effectiveness of the risk management process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Variance and Trend Analysis:&lt;/b&gt; Trends in the project.s execution should be reviewed using performance data.&lt;br /&gt;Earned value analysis and other methods of project variance and trend analysis may be used for monitoring overall project performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Technical Performance Measurement :&lt;/b&gt;Technical performance measurement compares technical accomplishments during project execution to the project management plan.s schedule of technical achievement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Reserve Analysis :&lt;/b&gt; Throughout execution of the project, some risks may occur, with positive or negative impacts on budget or schedule contingency reserves. Reserve analysis compares the amount of the contingency reserves remaining to the amount of risk remaining at any time in the project, in order to determine if the remaining reserve is adequate. &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Status Meetings:&lt;/b&gt; Project risk management can be an agenda item at periodic status meetings.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Risk Monitoring and Control - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Risk Register updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Requested Changes&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Recommended Corrective Actions:&lt;/b&gt; Recommended corrective actions include contingency plans and workaround plans.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Recommended Preventive Actions:&lt;/b&gt; Recommended preventive actions are used to bring the project into compliance&lt;br /&gt;with the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Organizational Process Assets updates:&lt;/b&gt; The six Project Risk Management processes produce information that can be used for future projects, and should be captured in the organizational process assets.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Project Management Plan updates:&lt;/b&gt; If the approved change requests have an effect on the risk management processes, then the corresponding component documents of the project management plan are revised and reissued to reflect the approved changes&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;A project risk is a potential source of deviation from the project plan. Project risks can have a negative or positive impact on the project. Project risks that are negative are called threats. Project risks that are positive are called opportunities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Non-critical risks should be documented. They should be revisited and reviewed regularly.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Risks are identified in all phases.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Work-around refers to how to handle risks that have occurred but are not part of risk response plan. This happens in risk monitoring and control phase.&lt;/p&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Amount at Stake:&lt;/b&gt; The extent of adverse consequences which could occur to the project. (Also referred to as risk impact).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Business Risk:&lt;/b&gt; The inherent chances for both profit or loss associated with a particular endeavor.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contingency Planning:&lt;/b&gt; The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contingency Reserve:&lt;/b&gt; A separately planned quantity used to allow for future situations which may be planned for only in part (&quot;known unknowns&quot;). Contingency reserves are intended to reduce the impact of missing cost or schedule objectives. Contingency reserves are normally included in the project&#39;s cost and schedule baselines.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Deflection: &lt;/b&gt;  The act of transferring all or part of a risk to another party, usually by some form of contract.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Expected Monetary Value:&lt;/b&gt; The product of an event&#39;s probability of occurrence and the gain or loss that will result. For example, if there is a 50% probability it will rain, and rain will result in a $100 loss, the expected monetary value of the rain event is $50 (.5 * $100).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Impact Analysis:&lt;/b&gt; The mathematical examination of the nature of individual risks on the project, as well as potential arrangements of interdependent risks. It includes the quantification of their respective impact severity, probability, and sensitivity to changes in related project variables, including the project life cycle.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Insurable Risk:&lt;/b&gt; A particular type of risk which can be covered by an insurance policy. Also referred to as a pure risk.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Management Reserve:&lt;/b&gt; A separately planned quantity used to allow for future situations which are impossible to predict. (&quot;unknown unknowns&quot;) Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of management reserves requires a change to the project&#39;s cost baseline.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Mitigation: &lt;/b&gt; Taking steps to lessen risk by lowering the probability of a risk event&#39;s occurrence or reducing its effect should it occur.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Monte Carlo Analysis:&lt;/b&gt; A schedule risk assessment technique that performs a project simulation many times in order to calculate a distribution of likely results.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Opportunities:&lt;/b&gt;  As related to risk, positive outcomes of risk.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Risk Management:&lt;/b&gt;  Includes the processes concerned with identifying, analyzing, and responding to project risk.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Event: &lt;/b&gt; A discrete occurrence that may affect the project for better or worse.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Identification:&lt;/b&gt;  Determining which risk events are likely to affect the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Management Plan:&lt;/b&gt; A subsidiary element of the overall project plan which documents the procedures that will be used to manage risk throughout the project. Also covers who is responsible for managing various risk areas; how contingency plans will be implemented, and how reserves will be allocated.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Quantification: &lt;/b&gt; Evaluating the probability of risk event occurrence and effect.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Response Control:&lt;/b&gt;  Responding to changes in risk over the course of the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Response Development:&lt;/b&gt;  Defining enhancement steps for opportunities and mitigation steps for threats.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Threats:&lt;/b&gt;  As related to risk, negative outcomes of risk.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Total Certainty:&lt;/b&gt;  All information is known.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Total Uncertainty: &lt;/b&gt; No information is available and nothing is known. By definition, total uncertainty cannot be envisaged.&lt;/p&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Uncertainty:&lt;/b&gt; The possibility that events may occur which will impact the project either favorably or unfavorably. Uncertainty gives rise to both opportunity and risk.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Workaround: &lt;/b&gt; A response to a negative risk event. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Avoidance:&lt;/b&gt; Changing the project plan to eliminate the risk and protect the project objectives.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Transference :&lt;/b&gt; Shift the consequence of the risk and ownership to a third party. (E.g. insurance)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Mitigation :&lt;/b&gt; To reduce the probability/impact of a risk to an acceptable threshold. (E.g. prototype).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Exploit: &lt;/b&gt; This strategy may be selected for risks with positive impacts where the organization wishes to ensure that the opportunity is realized. This strategy seeks to eliminate the uncertainty associated with a particular upside risk by making the opportunity definitely happen. Directly exploiting responses include assigning more talented resources to the project to reduce&lt;br /&gt;the time to completion&lt;p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Share: &lt;/b&gt;Sharing a positive risk involves allocating ownership to a third party who is best able to capture the opportunity for the benefit of the project. Examples of sharing actions include forming risk-sharing partnerships, teams, special-purpose companies, or joint ventures.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Enhance: &lt;/b&gt; This strategy modifies the .size. of an opportunity by increasing probability and/or positive impacts, and by identifying and maximizing key drivers of these positive-impact risks.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-risk-management.html</link><author>noreply@blogger.com (Unknown)</author><media:thumbnail xmlns:media="http://search.yahoo.com/mrss/" url="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZkp8YXWvpGVpm5tQyCzSgS5UHkMm-7UlUxgXgzTJGdUvUMut00MNoqi-vRufT9cs2aPhZKcYGY3qxsaxoB6WGbh0sZxwsLD98_fBPOBiknPisyAZkYY5055vqZjDWALA6VDI0rp_yPuE/s72-c/risk1.PNG" height="72" width="72"/><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-6417817113469160682</guid><pubDate>Fri, 10 Apr 2009 07:09:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.312-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Cost Management</title><description>&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;h2&gt;Project Cost Management&lt;/h2&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhF_3UqWEMsZbDRg4u_Yw4VvPE6OluiL-Zo5fLUo9lU2hVNqv-PnSXr2jHCwH65sIOLAZSd8ReCw58HsZkjkpeAZVSy6xmL10zTSsNc_FJbV9Nlkzu2DyNlsY7RX9GzSHs2cV8RwT9LlOA/s1600-h/cost1.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 229px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhF_3UqWEMsZbDRg4u_Yw4VvPE6OluiL-Zo5fLUo9lU2hVNqv-PnSXr2jHCwH65sIOLAZSd8ReCw58HsZkjkpeAZVSy6xmL10zTSsNc_FJbV9Nlkzu2DyNlsY7RX9GzSHs2cV8RwT9LlOA/s320/cost1.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303666969486464882&quot; /&gt;&lt;/a&gt;	&lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Project Cost Management&lt;/b&gt; is a group of processes required to ensure the project is completed within the approved budget.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following processes which are part of Project Cost  Management.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Resource Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Cost Estimating&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Cost Budgeting&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Cost Control&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Resource Planning&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4sK7wMXOG-8_Y_wa5r0mXVhWqsFbnaVwRv3gVoDe37cIsKz6cQqbEu2R45rsY064AbJhk3zuXKGa2KVZGlC0T-4mHq2-OK_uc_23mxHh0ahVyOfFzdngVlr6ONl3MAodAgZXlPyBlepw/s1600-h/cost2.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 252px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4sK7wMXOG-8_Y_wa5r0mXVhWqsFbnaVwRv3gVoDe37cIsKz6cQqbEu2R45rsY064AbJhk3zuXKGa2KVZGlC0T-4mHq2-OK_uc_23mxHh0ahVyOfFzdngVlr6ONl3MAodAgZXlPyBlepw/s320/cost2.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303666968669026562&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Determining physical resources needed (i.e., material, equipment, and people) and what quantities of each should be used and when they would be needed to perform project activities&lt;/p&gt;&lt;br /&gt;&lt;br /&gt;&lt;h1&gt;Cost Estimating&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhk3V2TKwPKLrHzIUh4JPR46Ase77JLmeA09-7slceWzSziwEytP0DqE4ADls_of3rpHVtU_1ZZ4w7QDIFotNkNnDY1ZRI5We_cJC0IbH0lMoPpX6PeVqtVirYp7OyHLoxuD-X-Ff0WHRc/s1600-h/cost3.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 306px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhk3V2TKwPKLrHzIUh4JPR46Ase77JLmeA09-7slceWzSziwEytP0DqE4ADls_of3rpHVtU_1ZZ4w7QDIFotNkNnDY1ZRI5We_cJC0IbH0lMoPpX6PeVqtVirYp7OyHLoxuD-X-Ff0WHRc/s320/cost3.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303666974757470354&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Process of developing an approximation (or estimate) for the cost of the resources necessary to complete the project activities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;There is a difference in Cost Estimating and Pricing&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost estimating:&lt;/b&gt; Assessing how much it will cost the organization to provide the product or service&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Pricing: &lt;/b&gt; Assessing how much the organization will charge for the product or service.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Cost estimating also includes identifying and considering cost alternatives.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Cost Estimating process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Cost Estimating - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt; The Cost Estimating process considers:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Marketplace conditions:&lt;/b&gt; What products, services, and results are available in the marketplace, from whom, and under what terms and conditions&lt;/p&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Commercial databases:&lt;/b&gt; Resource cost rate information is often available from commercial databases that track skills and human resource costs, and provide standard costs for material and equipment.&lt;/p&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; Existing formal and informal cost estimating-related policies, procedures, and&lt;br /&gt;guidelines are considered in developing the cost management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement:&lt;/b&gt; The project scope statement  describes the business need,justification, requirements, and current boundaries for the project. It provides important information about project requirements that is considered during cost&lt;br /&gt;estimating&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Work Breakdown Structure:&lt;/b&gt; Used to organize the cost estimates and to ensure that the cost of all identified work has been estimated.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) WBS Dictionary:&lt;/b&gt; The WBS dictionary and related detailed statements of work provide an identification of the deliverables and a description of the work in each WBS component required to produce each deliverable.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Project Management Plan:&lt;/b&gt; The project management plan provides the overall plan for executing, monitoring, and controlling the project, and includes subsidiary plans that provide guidance and direction for cost management planning and control. Information like Resource requirements, Resource rates, and various Risks involved are considered while preparing cost estimate&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Cost Estimating - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Analogous estimating :&lt;/b&gt; Analogous estimating is also called top-down estimating and uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project. It is frequently used to estimate total project costs when there is a limited amount of detailed information about the project. Analogous estimating is a form of expert-judgment.&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Determine Resource Cost Rates: &lt;/b&gt; The person determining the rates or the group preparing the estimates must know&lt;br /&gt;the unit cost rates, such as staff cost per hour and bulk material cost per cubic yard, for each resource to estimate schedule activity costs.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Bottom-up estimating :&lt;/b&gt; Estimating the cost of individual work items and then rolling up the costs to arrive at a project total - more accurate.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Parametric modeling :&lt;/b&gt; Using project characteristics (or parameters) in a mathematical model to predict costs (e.g., price per square foot).&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Project Management Software:&lt;/b&gt; Project management software, such as cost estimating software applications, computerized spreadsheets, and simulation and statistical tools, are widely used to assist with cost estimating.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Vendor Bid Analysis: &lt;/b&gt; In cases where projects are won under competitive processes, additional cost estimating work can be required of the project team to examine the price of individual deliverables, and derive a cost that supports the final total project cost.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Reserve Analysis:&lt;/b&gt; Many cost estimators include reserves, also called contingency allowances, as costs in many schedule activity cost estimates.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.8) Cost of Quality:&lt;/b&gt; Cost of quality can also be used to prepare the schedule activity cost estimate.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Cost Estimating - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Activity Cost estimates :&lt;/B&gt; Quantitative assessments of the cost of resources (e.g., units of currency or staff hours).&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Activity Supporting detail:&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Description of estimated scope of work&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Documentation of the basis for the estimate&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Documentation of any assumptions made&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Range of possible results &lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Requested Changes:&lt;/b&gt; The Cost Estimating process may generate requested changes  that may affect the cost management plan , activity resource requirements, and other components of the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Cost Management Plan Update:&lt;/b&gt; If approved change requests result from the Cost Estimating process, then the cost management plan component of the project management plan is updated if those approved changes impact the management of costs.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;h1&gt;Cost Budgeting&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsvGGI9TCp1Ae1fVJxZKWROrizAGNJzMS1vzmI5XbPGtKZ3Oeo1B1CiB__kL7EIXugA8C_eA4IfmX3ODqVd040rneTHqL2dzZrmA6EuuZofKYX3BZJqqJkq5o9AV1U2fP2jNevBXcLyfM/s1600-h/cost4.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 282px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsvGGI9TCp1Ae1fVJxZKWROrizAGNJzMS1vzmI5XbPGtKZ3Oeo1B1CiB__kL7EIXugA8C_eA4IfmX3ODqVd040rneTHqL2dzZrmA6EuuZofKYX3BZJqqJkq5o9AV1U2fP2jNevBXcLyfM/s320/cost4.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303666976199361250&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Allocating the value of the overall cost estimate to individual work items, in order to establish a cost baseline for measuring project performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Cost Budgeting estimating is part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Cost Budgeting - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Scope Statement:&lt;/b&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Work Breakdown Structure:&lt;/b&gt; The project work breakdown structure (WBS) provides the relationship among all the components of the project and the project deliverables.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) WBS Dictionary:&lt;/b&gt; The WBS dictionary and related detailed statements of work provide an identification of the deliverables and a description of the work in each WBS component required to produce each deliverable.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Activity Cost Estimates:&lt;/b&gt; The cost estimates for each schedule activity within a work package are aggregated to obtain a cost estimate for each work package.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Activity Cost Estimate Supporting Detail&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Project Schedule:&lt;/b&gt; The project schedule includes planned start and finish dates for the project.s schedule activities, schedule milestones, work packages, planning packages, and control accounts. This information is used to aggregate costs to the calendar periods when the costs are planned to be incurred.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Resource Calendars&lt;/b&gt; &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.8) Contract:&lt;/b&gt; Contract information related to what products, services, or results have been purchased . and their costs . are used in developing the budget.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.9) Cost Management Plan:&lt;/b&gt; The cost management plan component of the project management plan and other subsidiary plans are considered during cost budgeting.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Cost Budgeting - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Cost Aggregation:&lt;/b&gt; Schedule activity cost estimates are aggregated by work packages in accordance with the WBS. The work package cost estimates are then aggregated for the higher component levels of the WBS, such as control accounts, and ultimately for the&lt;br /&gt;entire project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Reserve Analysis:&lt;/b&gt; Reserve analysis establishes contingency reserves, such as the management contingency reserve, that are allowances for unplanned, but potentially required, changes. Such changes may result from risks identified in the risk register&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Parametric Estimating:&lt;/b&gt; The parametric estimating technique involves using project characteristics (parameters) in a mathematical model to predict total project costs.&lt;/p&gt;&lt;br /&gt;&lt;P&gt;&lt;b&gt;(2.4) Funding Limit Reconciliation:&lt;/B&gt; Large variations in the periodic expenditure of funds are usually undesirable for&lt;br /&gt;organizational operations. Therefore, the expenditure of funds is reconciled with the funding limits set by the customer or performing organization on the disbursement of funds for the project.&lt;/P&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Cost Budgeting - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Cost baseline :&lt;/b&gt; Time phased budget that will be used to measure and monitor the cost performance of the project.&lt;/p&gt;&lt;br /&gt;&lt;P&gt;&lt;B&gt;(3.2) Project Funding Requirements:&lt;/B&gt; Funding requirements, total and periodic (e.g., annual or quarterly), are derived&lt;br /&gt;from the cost baseline and can be established to exceed, usually by a margin, to allow for either early progress or cost overruns.&lt;/P&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Cost Management Plan updates:&lt;/b&gt; If approved change requests result from the Cost Budgeting process, then the cost management plan component of the project management plan is updated if those approved changes impact the management of costs.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Requested Changes:&lt;/b&gt; The Cost Budgeting process can generate requested changes  that affect the cost management plan or other components of the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Cost Control&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgz6krjGmmoOL6och6Qxv9QQZp4-QpcV0PJgWFrHHvxWES2q9XM9uVRz8xUQlyfuc37Iq8vViYKDJTU1YbD75WmXZKLwywQJOTr-pctjyZ2UXTLFmRtJ9oY-rlNpgJSOAR8kuGWzxubCQE/s1600-h/cost5.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 281px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgz6krjGmmoOL6och6Qxv9QQZp4-QpcV0PJgWFrHHvxWES2q9XM9uVRz8xUQlyfuc37Iq8vViYKDJTU1YbD75WmXZKLwywQJOTr-pctjyZ2UXTLFmRtJ9oY-rlNpgJSOAR8kuGWzxubCQE/s320/cost5.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303666980604986690&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Project cost control includes:.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Influencing the factors that create changes to the cost baseline&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Ensuring requested changes are agreed upon&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Managing the actual changes when and as they occur&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Monitoring cost performance to detect variances from the plan.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Recording all appropriate changes accurately against the cost baseline&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Ensuring that all appropriate changes are recorded.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Preventing incorrect, inappropriate, or unauthorized changes from being included.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Informing the appropriate stakeholders of authorized changes.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Act to bring expected costs within acceptable limits.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Analyzing positive and negative variances.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Cost Control process is part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Cost Control - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Cost baseline&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Funding Requirements&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Performance reports :&lt;/b&gt; Information on project scope and cost performance. Alert project management team to future problems.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Approved Change requests :&lt;/b&gt; Approved change requests from the Integrated Change Control process (Section 4.6) can include modifications to the cost terms of the contract, project scope, cost baseline, or cost management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Project Management Plan: &lt;/b&gt;The project management plan and its cost management plan component and other subsidiary plans are considered when performing the Cost Control process.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Cost Control - Tools &amp; Techniques &lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Cost change control system :&lt;/b&gt; Procedures  used for making changes to the cost baseline.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Paperwork&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Tracking system &lt;/li&gt;&lt;br /&gt;&lt;li&gt;Approval levels&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Performance measurement analysis:&lt;/b&gt; Assessment of the magnitude of any variation, the cause of the variance, and the corrective action needed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Forecasting:&lt;/b&gt; Forecasting includes making estimates or predictions of conditions in the project.s future based on information and knowledge available at the time of the forecast.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Project Performance Reviews:&lt;/b&gt; Performance reviews compare cost performance over time, schedule activities or&lt;br /&gt;work packages overrunning and under running budget (planned value), milestones due, and milestones met.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Project Management Software:&lt;/b&gt; Project management software, such as computerized spreadsheets, is often used to&lt;br /&gt;monitor PV versus AC, and to forecast the effects of changes or variances.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Variance Management:&lt;/b&gt; The cost management plan  describes how cost variances will be managed, for example, having different responses to major or minor problems. The amount of variance tends to decrease as more work is accomplished.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Cost Control - Outputs &lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Cost Estimates updates :&lt;/b&gt; Revised schedule activity cost estimates are modifications to the cost information&lt;br /&gt;used to manage the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Cost Baseline updates:&lt;/b&gt; Budget updates are changes to an approved cost baseline.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Performance Measurements:&lt;/b&gt; The calculated CV, SV, CPI, and SPI values for WBS components, in particular the&lt;br /&gt;work packages and control accounts, are documented and communicated.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Forecasted Completion:&lt;/b&gt; Either a calculated EAC value or a performing organization-reported EAC value is&lt;br /&gt;documented and the value communicated to stakeholders. Either a calculated ETC value or a reported ETC value provided by the performing&lt;br /&gt;organization is documented and the value communicated to stakeholders.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Requested Changes:&lt;/b&gt; Analysis of project performance can generate a request for a change to some aspect of the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Recommended Corrective Actions:&lt;/b&gt; Corrective action is anything done to bring expected future project performance in line with the project plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.7) Organizational Process Assets updates:&lt;/b&gt; Lessons learned are documented so they can become part of the historical databases for both the project and the performing organization.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.8) Project Management Plan updates:&lt;/b&gt; Schedule activity, work package, or planning package cost estimate, as well as the cost baseline , cost management plan, and project budget documents are components of the project management plan. All approved change requests affecting those documents are incorporated as updates to those documents.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Actual Cost (AC):&lt;/b&gt; AC is the total cost incurred in accomplishing work on the schedule activity or WBS component during a given time period. It is also referred as ACWP (Actual Cost of Work Performed).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Budget At Completion (BAC):&lt;/b&gt; The estimated total cost of the project when done.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Budgeted Cost of Work Performed (BCWP):&lt;/b&gt; The sum of the approved cost estimates for activities completed during a given period (usually project-to-date).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Budgeted Cost of Work Scheduled (BCWS):&lt;/b&gt; The sum of the approved cost estimates for activities scheduled to be performed during a given period.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Chart of Accounts: &lt;/b&gt; Any numbering system used to monitor project costs by category (e.g., labor, supplies, materials). The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Code of Accounts: &lt;/b&gt; Any numbering system used to uniquely identify each element of the WBS.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contingency Reserve:&lt;/b&gt; A separately planned quantity used to allow for future situations which may be planned for only in part (&quot;known unknowns&quot;). Contingency reserves are intended to reduce the impact of missing cost or schedule objectives. Contingency reserves are normally included in the project&#39;s cost and schedule baselines.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost Budgeting:&lt;/b&gt; Allocating the cost estimates to individual project components.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost Control:&lt;/b&gt; Controlling changes to the project budget.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost Estimating:&lt;/b&gt; Estimating the cost of the resources needed to complete project activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost Performance Index (CPI):&lt;/b&gt;  The ratio of budgeted costs to actual costs (BCWP / ACWP). CPI is often used to predict the magnitude of a possible cost overrun using the following formula: original cost estimate/CPI = projected cost at completion. If CPI is less than 1, this means that the project is over budget.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost of Quality:&lt;/b&gt; Total cost for keeping the quality up to a defined standard. It includes cost like performing reviews, audits etc.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Cost Variance (CV):&lt;/b&gt; Any difference between the estimated cost of an activity and the actual cost of that activity. In earned value, CV = BCWP-ACWP.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Earned Value:&lt;/b&gt;  A method for measuring project performance. It compares the amount of work that was planned with what was actually accomplished to determine if cost and schedule performance is as planned. &lt;b&gt;Earned Value (EV)&lt;/b&gt; is the physical work completed to date and the authorized budget for that. It is also referred as BCWP (Budgeted Cost of Work Performed).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Estimate at Completion (EAC):&lt;/b&gt; The expected total cost of an activity, a group of activities, or of the project when the defined scope of work has been completed. Most techniques for forecasting EAC include some adjustment of the original cost estimate based on project performance to date.&lt;/p&gt;&lt;br /&gt;&lt;p&gt; EAC = Actuals-to-date + ETC. &lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Estimate To Complete (ETC): &lt;/b&gt; The expected additional cost needed to complete an activity, a group of activities, or the project. Most techniques for forecasting ETC include some adjustment to the original cost estimate based on project performance to date. This is also known as Forecast Final Cost.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Fixed Costs:&lt;/b&gt; Costs that do not change based on the number of units. These costs are nonrecurring.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Life Cycle Costing:&lt;/b&gt; The concept of including acquisition, operating, and disposal costs when evaluating various alternatives. Also known as the total cost of ownership.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Management Reserve:&lt;/b&gt; A separately planned quantity used to allow for future situations which are impossible to predict. (&quot;unknown unknowns&quot;) Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of management reserves requires a change to the project&#39;s cost baseline.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Parametric Estimating:&lt;/b&gt; An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Payback Period:&lt;/b&gt; The number of time periods up to the point at which cumulative revenues exceed cumulative costs and, therefore, the project has turned a profit.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Percent Complete (PC):&lt;/b&gt; The percentage of the amount of work which has been completed on an activity or group of activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Planned Value (PV):&lt;/b&gt; PV is the budgeted cost for the work scheduled to be completed on an activity or WBS component up to a given point in time. It is also referred as BCWS (Budgeted Cost of Work Scheduled).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Cost Management:&lt;/b&gt; A subset of project management that includes the processes required to ensure that the project is completed within the approved budget.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Schedule Performance Index (SPI):&lt;/b&gt; The ratio of work performed to work scheduled. (BCWP / BCWS).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Schedule Variance (SV):&lt;/b&gt; Any difference between the scheduled completion of an activity and the actual completion of that activity. In earned value, BCWP - BCWS.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Value Analysis:&lt;/b&gt; A cost-reduction tool that involves careful analysis of a design or item to identify all the functions and the cost of each. It considers whether the function is necessary and whether it can be provided at a lower cost without degrading performance or quality.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Working Capital:&lt;/b&gt; Current assets minus liabilities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Cost baseline refers to what is expected to be spent on the project. It is usually an S-curve. That is the expenditure is less in the beginning, and the end. The expenditure is maximum during the middle of the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;BCWS: Baseline, Scheduled or Planned Costs &lt;/li&gt;&lt;br /&gt;&lt;li&gt;BCWP: Amount budgeted for the work performed &lt;/li&gt;&lt;br /&gt;&lt;li&gt;ACWP:&lt;B&gt; &lt;/B&gt;Actual Cost of Work Performed &lt;/li&gt;&lt;br /&gt;&lt;li&gt;BAC: Total Budgeted Costs &lt;/li&gt;&lt;br /&gt;&lt;li&gt;EAC: Estimated at Completion &lt;/li&gt;&lt;br /&gt;&lt;li&gt;VAC: Variance at Completion.&lt;br /&gt;&lt;UL&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;The difference between the total amount the project was supposed to cost (BAC) and the amount the project is now expected to cost (EAC).&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;VAC = BAC - EAC &lt;/li&gt;&lt;br /&gt;&lt;/UL&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;CPI = BCWP / ACWP (measures efficiency) &lt;/li&gt;&lt;br /&gt;&lt;li&gt;CV = BCWP - ACWP &lt;/li&gt;&lt;br /&gt;&lt;li&gt;SPI = BCWP / BCWS (measures efficiency) &lt;/li&gt;&lt;br /&gt;&lt;li&gt;SV = BCWP - BCWS &lt;/li&gt;&lt;br /&gt;&lt;li&gt;Percent Complete (accomplished): BCWP / BAC (real value of work accomplished) &lt;/li&gt;&lt;br /&gt;&lt;li&gt;Percent Spent: ACWP / BAC &lt;/li&gt;&lt;br /&gt;&lt;li&gt;EAC = BAC / CPI or EAC = ACWP + ETC &lt;/li&gt;&lt;br /&gt;&lt;li&gt;ETC = EAC - ACWP &lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-cost-management.html</link><author>noreply@blogger.com (Unknown)</author><media:thumbnail xmlns:media="http://search.yahoo.com/mrss/" url="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhF_3UqWEMsZbDRg4u_Yw4VvPE6OluiL-Zo5fLUo9lU2hVNqv-PnSXr2jHCwH65sIOLAZSd8ReCw58HsZkjkpeAZVSy6xmL10zTSsNc_FJbV9Nlkzu2DyNlsY7RX9GzSHs2cV8RwT9LlOA/s72-c/cost1.PNG" height="72" width="72"/><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-6860796396740996341</guid><pubDate>Fri, 10 Apr 2009 07:07:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.313-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Time Management</title><description>&lt;h2&gt;Project Time Management&lt;/h2&gt;&lt;br /&gt;	&lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Project Time Management&lt;/b&gt; is a group of processes required to ensure timely completion of the project.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following processes which are part of Project Time Management.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Activity Definition&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Activity Sequencing&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Activity Resource Estimating&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Activity Duration Estimating&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Schedule Development&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Schedule Control&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Activity Definition&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Identify the activities that must be performed to produce the project deliverables. In other words activity definition defines the activities that must be performed to meet the project objectives&lt;/p&gt;&lt;br /&gt;&lt;p&gt;The Activity Definition process will identify the deliverables at the lowest level in the work breakdown structure (WBS), which is&lt;br /&gt;called the work package. &lt;/p&gt;&lt;br /&gt;&lt;p&gt;Activity Definition process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Activity Definition - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors: &lt;/b&gt; Enterprise environmental factors that can be considered include availability of project management information systems and scheduling software tools.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets : &lt;/b&gt; Organizational process assets contain the existing formal and informal activity planning-related policies, procedures, and guidelines that are considered in developing the activity definitions.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement: &lt;/b&gt; The project deliverables, constraints, and assumptions documented in the project&lt;br /&gt;scope statement are considered explicitly during activity definition.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Work Breakdown Structure : &lt;/b&gt; The work breakdown structure is a primary input to schedule activity definition.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) WBS Dictionary : &lt;/b&gt; The WBS dictionary is a primary input to schedule activity definition.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Project Management Plan:&lt;/b&gt; The project management plan contains the schedule management plan, which provides guidance on the development and planning of schedule activities and the project scope management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Activity Definition - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Decomposition:&lt;/b&gt; Subdividing project activities into smaller, more manageable components&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Template :&lt;/b&gt; An activity list from a previous project or an activity list for a WBS element from the current project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Rolling Wave Planning:&lt;/b&gt; Rolling wave planning is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS. The work to be performed within another one or two reporting periods in the near future is planned in detail as work is being completed during the current period.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Expert Judgment:&lt;/b&gt; Project team members or other experts who are experienced and skilled in developing detailed project scope statements, WBSs, and project schedules can provide expertise in defining activities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Planning Component:&lt;/b&gt; Two planning components are:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Control Account:&lt;/b&gt; A management control point can be placed at selected management points of the work breakdown structure above the work package level. These control points are used as a basis for planning when associated work packages have not yet been planned. All work and effort performed within a control account is documented in a control account plan.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Planning Package:&lt;/b&gt; A planning package is a WBS component below the control account, but above the work package.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Activity Definition - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Activity list : &lt;/b&gt; A list of all the activities that will be performed on the project and a description of each activity.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Activity Attributes:&lt;/b&gt; These activity attributes are an extension of the activity attributes in the activity list&lt;br /&gt;and identify the multiple attributes associated with each schedule activity.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Milestone List:&lt;/b&gt; The list of schedule milestones identifies all milestones and indicates whether the milestone is mandatory  or optional.&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Requested Changes : &lt;/b&gt; The Activity Definition process can generate requested changes that can affect the project scope statement and WBS.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Activity Sequencing&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Establishing the activity logic and the dependencies needed to create a realistic and achievable schedule.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Activity Sequencing process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Activity Sequencing - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Activity list:&lt;/b&gt; A list of activities, output from activities definition.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Activity Attributes:&lt;/b&gt; These activity attributes are an extension of the activity attributes in the activity list&lt;br /&gt;and identify the multiple attributes associated with each schedule activity.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Milestone List&lt;/b&gt;&lt;/P&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Activity Sequencing - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Precedence diagramming method (PDM ):&lt;/b&gt; Nodes represent activities and arrows show dependencies. This technique is also called activity-on-node (AON) and is the method used by most project management software packages.&lt;/p&gt;&lt;br /&gt;&lt;P&gt;PDM includes four types of dependencies or precedence relationships:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Finish-to-Start:&lt;/b&gt; Activity A must finish before Activity B can start.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Start-to-Start: &lt;/b&gt; Activity A must start before Activity B can start.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Finish-to-Finish: &lt;/b&gt; Activity A must finish before Activity B can finish.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Start-to-Finish: &lt;/b&gt; Activity A must start before Activity B can finish.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Here first two type of dependencies are most frequently used and last two dependencies are least frequently used.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Arrow Diagramming Method(ADM): &lt;/b&gt; This method of constructing a project network diagram uses arrows to represent the activities and connects them at nodes to show their dependencies. This technique is also called activity-on-arrow( AOA) and less prevalent then PDM.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;ADM uses only finish-to-start dependencies and may require the use of dummy activities to define all logical relationship correctly.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Conditional Diagramming Methods: &lt;/b&gt; Diagramming techniques such as Graphical Evaluation &amp; Review Technique ( GERT) and System Dynamics models allow for non-sequential activities such as loops or conditional branches. Neither PDM nor ADM allows loops or conditional branches.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Network Templates:&lt;/b&gt; Standardized networks can be used to expedite the preparation of Project Network Diagram. This can include an entire project or only a portion of it. Portion or a network are often refrred to as subnet or fragments.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Dependency Determination:&lt;/b&gt;Three types of dependencies are used to define the sequence among the activities.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Mandatory dependencies (Hard logic):&lt;/b&gt; Determined by the nature of work to be done.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Discretionary dependencies (Soft logic): &lt;/b&gt; Defined by the project management team.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;External dependencies :&lt;/b&gt; Relationships between project activities and non-project activities. E.g. delivery of hardware of an external supplier.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Applying Leads and Lags:&lt;/b&gt; A lead allows an acceleration of the successor activity and A lag directs a delay in the successor activity.&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Activity Sequencing - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Project Schedule network diagram :&lt;/b&gt; Schematic displays of project&#39;s activities and logical relationships (dependencies) between them&lt;/p&gt;&lt;br /&gt;&lt;p&gt;A Project Network Diagram is often referred to as a PERT chart. Historically PERT( Program Evaluation and Revue Technique) was specific type of Network diagram. We will see complete formula for PERT in next process&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Activity list updates :&lt;/b&gt; Adding, dividing or redefining activities so that the relationships are correctly diagrammed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Activity Attributes updates: &lt;/b&gt;  The activity attributes  are updated to include the defined logical relationships and any associated leads and lags.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Requested Changes: &lt;/b&gt; Preparation of project logical relationships, leads, and lags might reveal instances that can generate a requested change  to the activity list or the activity attributes.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;h1&gt;Activity Resource Estimating&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Estimating schedule activity resources involves determining what resources like persons, equipment, or materiel etc. and what quantities of each resource will be used, and when each resource will be available to perform project activities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Activity Resource Estimating process is part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Activity Resource Estimating - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt; The Activity Resource Estimating process uses the infrastructure resource availability information included in enterprise environmental factors&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; Organizational process assets provide the policies of the performing organization regarding staffing and the rental or purchase of supplies and equipment that are considered during activity resource estimating.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Activity List:&lt;/b&gt; The activity list identifies the schedule activities for resources that are estimated.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Activity Attributes:&lt;/b&gt; The activity attributes developed during the activity definition process provide the primary data input for use in estimating those resources required for each schedule activity in the activity list.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Resource Availability:&lt;/b&gt;  Information on which resources such as people, equipment, and materiel etc are potentially available is used for estimating the resource types. This knowledge includes consideration of various geographical locations from which the resources originate and when they may be available.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Project Management Plan:&lt;/b&gt; The schedule management plan is a component part of the project management plan that is used in Activity Resource Estimating.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Activity Resource Estimating - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Expert Judgment:&lt;/b&gt; Expert judgment is often required to assess the resource-related inputs to this process. Any group or person with specialized knowledge in resource planning and estimating can provide such expertise.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Published Estimating Data:&lt;/b&gt; Several companies routinely publish updated production rates and unit costs of resources for an extensive array of labor trades, materiel, and equipment for different countries and geographical locations within countries.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Alternatives Analysis:&lt;/b&gt; Many schedule activities have alternative methods of accomplishment. They include using various levels of resource capability or skills, different size or type of machines, different tools etc.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Project Management Software:&lt;/b&gt; Project management software has the capability to help plan, organize, and manage&lt;br /&gt;resource pools and develop resource estimates.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Bottom-up Estimating:&lt;/b&gt;  The resource needs of each lower, more detailed piece of work are estimated, and these estimates are then aggregated into a total quantity for each of the schedule activity.s resources.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Activity Resource Estimating - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Activity Resource Requirements:&lt;/b&gt; The output of the Activity Resource Estimating process is an identification and description of the types and quantities of resources required for each schedule activity in a work package&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Activity Attributes updates:&lt;/b&gt; The types and quantities of resources required for each schedule activity are incorporated into the activity attributes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Resource Breakdown Structure :&lt;/b&gt; The resource breakdown structure (RBS) is a hierarchical structure of the identified&lt;br /&gt;resources by resource category and resource type.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Resource Calendar updates:&lt;/b&gt; A composite resource calendar for the project documents working days and nonworking days that determine those dates on which a specific resource, whether a person or materiel, can be active or is idle.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Requested Changes:&lt;/b&gt;  The Activity Resource Estimating process can result in requested changes to add or delete planned schedule activities within the activity list.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;h1&gt;Activity Duration Estimating&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Estimating the number of work periods likely to be needed to complete each activity.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Activity duration estimating is part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Activity Duration Estimating - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Enterprise Environmental Factors:&lt;/b&gt; One or more of the organizations involved in the project may maintain duration&lt;br /&gt;estimating databases and other historical reference data. This type of reference information is also available commercially.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets : &lt;/b&gt; Historical information  on the likely durations of many categories of activities is often available. One or more of the organizations involved in the project may maintain records of previous project results that are detailed enough to aid in developing duration estimates.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Statement: &lt;/b&gt;The constraints and assumptions from the project scope statement are considered when estimating the schedule activity durations.&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Activity List &amp; Attributes&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Activity Resource Requirements: &lt;/b&gt; Duration estimates are influenced by resource effort and assignments.&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Resource Calendar:&lt;/b&gt; The composite resource calendar developed as part of the Activity Resource Estimating process, includes the availability, capabilities, and skills of human resources.&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Project Management Plan:&lt;/b&gt; The project management plan contains the risk register and project cost estimates&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Register:&lt;/b&gt; has information on identified project risks that the project team considers when producing estimates of activity durations and adjusting those durations for risks.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Activity Cost Estimates:&lt;/b&gt; The project activity cost estimates, if already completed, can be developed in sufficient detail to provide estimated resource quantities for each schedule activity in the project activity list.&lt;/p&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Activity Duration Estimating - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Expert judgment: &lt;/b&gt; Used with historical information.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Analogous estimates : &lt;/b&gt; Also called Top-down estimating, Uses duration of a previous, similar activity as the basis. Its form of expert judgement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Parametric Estimating:&lt;/b&gt; Estimating the basis for activity durations can be quantitatively determined by multiplying the quantity of work to be performed by the productivity rate.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Three-Point Estimates:&lt;/b&gt; Three-point estimates are based on determining three types of estimates:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Most likely:&lt;/b&gt;The activity duration is based on a average-case scenario of what is described in the most likely  estimate.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Optimistic: &lt;/b&gt; The activity duration is based on a best-case scenario of what is described in the most likely  estimate.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Pessimistic : &lt;/b&gt; The activity duration is based on a worst-case scenario of what is described in the most likely estimate.&lt;/p&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Reserve Analysis ( Contingency ): &lt;/b&gt; Project teams may choose to incorporate an additional time frame, called time reserve, contingency or buffer, that can be added to the activity duration or elsewhere in the schedule as recognition of schedule risk.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Activity Duration Estimating - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Activity Duration estimates : &lt;/b&gt; Quantitative assessments of the likely number of work periods required to complete an activity.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Activity attributes updates: &lt;/b&gt;The activity attributes are updated to include the durations for each schedule activity, the assumptions made in developing the activity duration estimates, and any contingency reserves.&lt;/p&gt; &lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Schedule Development&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Determining the start and finish dates of project activities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;If start and finish dates are not realistic, the project is unlikely to be finished on schedule.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Schedule development process is part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Schedule Development - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Scope Statement&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Activity List &amp; Attributes&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Schedule Network Diagrams&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Activity Resource Requirements&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Resource Calendars&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Activity Duration Estimates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.8) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Schedule Development - Tools &amp; Techniques &lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Mathematical analysis:&lt;/b&gt; Calculating theoretical early and late start and finish dates for all activities&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Critical Path Method (CPM): &lt;/b&gt; Calculates a single, deterministic early and late start and finish date for each activity, to be used to determine which activities must be completed on time to avoid impacting the finish date of the project. The focus of CPM is calculating float to determine which activities have the least scheduling flexibility.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Program Evaluation and Review Technique (PERT):&lt;/b&gt; Uses a weighted average duration estimate to calculate duration.  Uses the probability of an estimate.s accuracy.&lt;br&gt;&lt;br /&gt;&lt;b&gt;Expected Time&lt;/b&gt; = (Low + 4*Medium + High) / 6&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Graphical Evaluation and Review Technique ( GERT ): &lt;/b&gt; allows for probabilistic treatment of both network logic and activity duration estimates ( ie. some activities may not be performed at all, come may be performed only in part and others may be performed more than once.&lt;/li&gt; &lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2)Duration Compression:&lt;/b&gt;  Duration compression is a special case of mathematical analysis that looks for ways to shorten the project schedule without changing the project scope. Duration compression includes techniques such as:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt; Crashing :&lt;/b&gt; Project crashing is a method for shortening the project duration by reducing the time of one or more of the critical project activities to less than its normal activity time. The objective of  crashing is to reduce project duration while minimizing the cost of crashing.&lt;br&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;CRASHING&lt;/b&gt; is reducing project time by expending additional resources.&lt;/p&gt;&lt;br /&gt;&lt;b&gt;CRASH TIME&lt;/b&gt; is an amount of time an activity is reduced.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;CRASH COST&lt;/b&gt; is the cost of reducing activity.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Fast Tracking:&lt;/b&gt; Doing activities in parallel that would normally be done in sequence ( eg. starting to write code on a software project before the design is complete). Fat tracking often results in rework and usually increases risk&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Resource Leveling Heuristics:&lt;/b&gt; Allocate scare resources to critical path activities first etc.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Project Management Software: &lt;/b&gt; MSP etc are widely used to prepare a project schedule&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Applying Calendars: &lt;/b&gt; Project calendars and resource calendars  identify periods when work is allowed. Project calendars affect all activities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Adjusting Leads and Lags:&lt;/b&gt; Since the improper use of leads or lags can distort the project schedule, the leads or lags are adjusted during schedule network analysis to develop a viable project schedule.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.7) Schedule Model:&lt;/b&gt; Schedule data and information are compiled into the schedule model for the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.8) Critical Chain Method:&lt;/b&gt; Critical chain is another schedule network analysis technique that modifies the project schedule to account for limited resources. Critical chain combines deterministic and probabilistic approaches.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.9) What-If Scenario Analysis:&lt;/b&gt; This is an analysis of the question .What if the situation represented by scenario&lt;br /&gt;.X. happens?&quot;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Schedule Development - Outputs &lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Schedule Development:&lt;/b&gt; Includes planned start and expected finish dates for each activity.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Schedule Model Data : &lt;/b&gt; Supporting data  for the project schedule includes at least the schedule milestones,&lt;br /&gt;schedule activities, activity attributes and documentation of all identified assumptions and constraints.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Schedule Baseline: &lt;/b&gt; A schedule baseline is a specific version of the project schedule developed from the&lt;br /&gt;schedule network analysis of the schedule model. It is accepted and approved by the project management team as the schedule baseline with baseline start dates and baseline finish dates.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Resource requirement updates : &lt;/b&gt; Updates based on the results of resource leveling.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Activity Attributes updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Project Calendar updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.7) Requested Changes:&lt;/b&gt; The Schedule Development process can create requested changes that are processed for review and disposition through the Integrated Change Control process&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.8) Project Management Plan updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Schedule Control&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Schedule control is concerned with,&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Determining the current status of the project schedule&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Influencing factors that cause schedule changes ensuring these are agreed upon&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Determining that the schedule has changed&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Managing the changes when and as they occur.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Schedule Control process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Schedule Control - Input &lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Schedule management plan:&lt;/b&gt; Defines how changes to the schedule will be managed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Schedule Baseline :&lt;/b&gt; The approved project schedule is called the schedule baseline; provides the basis for measuring and reporting schedule performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Performance reports : &lt;/b&gt; Provide information on schedule performance, such as which planned dates have been met and which have not.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Approved Change requests: &lt;/b&gt; Change request may occur in many forms - oral or written , direct or indirect, externally or internally.....&lt;/p&gt;&lt;br /&gt;&lt;/td&gt; &lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Schedule Control - Tools &amp; Techniques &lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Progress Reporting:&lt;/b&gt; The progress reporting and current schedule status includes information such as actual start and finish dates, and the remaining durations for unfinished schedule activities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Schedule change control system :&lt;/b&gt; Defines the procedure for changing the project schedule. It includes the paper work, tracking system, and approval levels necessary for authorizing changes. Schedule change control should be integrated with the integrated change control system.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Performance measurement (Earned Value):&lt;/b&gt; Assessment of  schedule variations to determine whether they require corrective actions. For example, a major delay on a noncritical activity may have little effect on the overall project while a much shorter delay on a critical activity may require immediate action.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Project Management software: &lt;/b&gt; For tracking planned dates against actual dates and forecasting. Useful tool for Schedule Control.&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Variance Analysis :&lt;/b&gt; Comparing target dates with the actual/forecast start and finish dates.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.6) Schedule Comparison Bar Charts :&lt;/b&gt; To facilitate analysis of schedule progress, it is convenient to use a comparison bar&lt;br /&gt;chart, which displays two bars for each schedule activity. One bar shows the current actual status and the other shows the status of the approved project schedule baseline.&lt;/p&gt;&lt;br /&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt; &lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Schedule Control - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Schedule Model Data updates :&lt;/b&gt; A schedule update is any modification to the schedule information that is used to manage the project. Revisions are special category of schedule updates.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Schedule Baseline updates:&lt;/b&gt; Schedule revisions are a special category of project schedule updates. Revisions are&lt;br /&gt;changes to the schedule.s start and finish dates in the approved schedule baseline.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Performance Measurements:&lt;/b&gt; The calculated schedule variance (SV) and schedule performance index (SPI) values for WBS  components, in particular the work packages and control accounts, are documented and communicated to stakeholders.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Requested Changes:&lt;/b&gt; Schedule variance analysis, along with review of progress reports, results of performance measures, and modifications to the project schedule model can result in requested changes to the project schedule baseline.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Corrective action :&lt;/b&gt; Anything done to bring expected future schedule performance back in-line with the project plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Organizational Process Assets updates: &lt;/b&gt; Lessons learned documentation of the causes of variance, the reasoning behind the corrective actions chosen, and other types of lessons learned from schedule control are documented in the organizational process assets &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.7) Activity List &amp; Attributes Updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.8) Project Management Plan updates&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Activity :&lt;/b&gt; An element of work performed during the course of a project. (Normally has duration, cost, and resource requirements.)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Baseline : &lt;/b&gt; The original plan plus or minus approved changes.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Arrow Diagram Method (ADM) :&lt;/b&gt; A network diagramming technique in which activities are represented by arrows. The tail of the arrow represents the start and the head of the arrow represents the end of the activity. Activities are connected at points called nodes to illustrate the sequence in which activities are expected to be performed. Also called Activity-On-Arrow (AOA).&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Backward Pass :&lt;/b&gt; The calculation of late finish and start dates for the uncompleted portions of all network activities. Determined by working backwards through the network logic from the project&#39;s end date.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Concurrent Engineering:&lt;/b&gt; Generally speaking, an approach to project staffing that calls for the implementers to be involved in the design phase. (sometimes confused with fast tracking.)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Critical Activity : &lt;/b&gt; An activity on a critical path.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Critical Path : &lt;/b&gt; The series of activities which determines the earliest completion of the project. The critical path is usually defined as those activities with float less than or equal to a specified value (usually zero).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Control Account:&lt;/b&gt; A management control point where  scope, budget, actual cost,  and schedule  are integrated and compared  to earned value for performance management. Control points are  places at selected  management points  of the  WBS. Each control account may include one or more  work package but  each work package  may be associated  with only one control account.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Discretionary dependencies (Soft logic): &lt;/b&gt; Defined by the project management team.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Dummy Activity: &lt;/b&gt; An activity of zero duration used to show a logical relationship in the arrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with regular activity arrows. Dummies are shown graphically as a dashed line headed by an arrow.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Early Finish Date (EF): &lt;/b&gt; In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can complete. Can change as the project progresses.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Early Start Date (ES):&lt;/b&gt;  In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can start Can change as the project progresses.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;External dependencies :&lt;/b&gt; Relationships between project activities and non-project activities. E.g. delivery of hardware of an external supplier.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Float: &lt;/b&gt; The amount of time that an activity may be delayed from its early start without delaying the project finish date. (Also called slack, total float, and path float).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Forward Pass :&lt;/b&gt; The calculation of the early start and early finish dates for the uncompleted portions of all network activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Free Float (FF): &lt;/b&gt; The amount of time an activity can be delayed without delaying the early start of any immediately succeeding activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Gantt Chart: &lt;/b&gt; A graphic display of schedule-related information using bars.GERT is another type of network diagram. It can support looping.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Hammock: &lt;/b&gt; An aggregate or summary activity.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Hanger: &lt;/b&gt; An unintended break in a network path. Hangers are usually caused by missing activities or missing logical relationships.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Lag: &lt;/b&gt; A modification of a logical relationship which directs a delay in the successor task. Lags are inserted waiting times in between tasks. For example Task B cannot start until three days after task A completes.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Late Finish Date (LF): &lt;/b&gt; In the critical path method, the latest possible date that an activity may be completed without delaying a specified milestone (usually the project finish date).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Late Start Date (SF):&lt;/b&gt; In the critical path method, the latest possible date that an activity may begin without delaying a specified milestone (usually the project finish date).&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Lead : &lt;/b&gt;  A modification of a logical relationship which allows an acceleration of the successor task. For example, in a FS relationship with a 10 day lead, the successor can start 10 days prior to the completion of the predecessor. &lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Mandatory dependencies (Hard logic):&lt;/b&gt; Determined by the nature of work to be done.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Master Schedule:&lt;/b&gt; A summary level schedule which identifies the major activities and milestones.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Milestone: &lt;/b&gt; A significant event in the project, usually completion of a major deliverable.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Milestone Schedule: &lt;/b&gt; A summary level schedule which identifies the major milestones.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt; Path Convergence: &lt;/b&gt; In mathematical analysis, the tendency of parallel paths of approximately equal duration to delay the completion of the milestone where they meet.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Precedence Diagram Method (PDM): &lt;/b&gt; A network diagramming technique in which activities are represented by nodes. Activities are linked by precedence relationships to show the sequence in which the activities are to be performed.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Program Evaluation and Review Technique (PERT): &lt;/b&gt; An event-oriented network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Network Diagram: &lt;/b&gt; Any schematic display of the logical relationships of project activities. Always drawn from left to right to reflect project chronology. Often incorrectly referred to as a &quot;PERT chart&quot;.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Resource Leveling: &lt;/b&gt; Any form of network analysis in which start and finish dates are driven by resource management concerns.Resource leveling refers to keeping the resources same across the duration of the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Resource-Limited Schedule: &lt;/b&gt; A project schedule whose start and finish dates reflect expected resource availability. The final project schedule should always be resource limited.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Resource pool:&lt;/b&gt; Description of the available resources and the times they are available to work on the project&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scheduled Finish Date (SF): &lt;/b&gt; The point in time work was scheduled to finish on an activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scheduled Start Date (SS): &lt;/b&gt; The point in time work was scheduled to start on an activity. The scheduled start date is normally within the range of dates delimited by the early start and late start dates&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Simulation: &lt;/b&gt; involves calculating multiple project durations with different sets of activity assumptions. The most common technique is Monte Carlo Analysis, in which a distribution of probable results is defined for each activity and used to calculate a distribution of probable results for the total project.&lt;/li&gt;&lt;/p&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Time-Scaled Network Diagram: &lt;/b&gt; Any project network diagram drawn is such a way that the positioning and length of the activity represents its duration. Essentially, it is a bar chart that includes network logic.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Work Item: &lt;/b&gt;  Synonymous with activity.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;If a project has more than one critical paths then the risk to the project increases.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Longest path through the network diagram is called the critical path. The activities on the critical paths are called critical activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Slack or Float is the amount of time a task can be delayed without delaying the project. Tasks on the critical path have zero float.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Bar charts (or Gantt charts) are used to display tasks and their dates in a graphical fashion. They are used to display information of the type task 1 is scheduled from date A to date B. Typically the date range is displayed in the X-axis and the tasks on the Y-axis. Bar charts do not show task dependencies. They are generally used to track progress and show to the team.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Milestone charts are similar to bar charts but display only major events. They display major milestones (for example bridge design completed). They are used to report status to Management.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-time-management.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-3541070009482360634</guid><pubDate>Fri, 10 Apr 2009 07:07:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.313-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Scope Management</title><description>&lt;h2&gt;Project Scope Management&lt;/h2&gt;&lt;br /&gt; &lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5dFlJ11cAOGNq5ggbJGM7FHzUmSMlNiUGWqWUJ4eLkWDso4_NR26NCV8fSZoJFslBIdMtZYr2sWVi4O9V-Mek8P0ejdYXNA-sRWo0bJu_3F0UAQIk45r3AI3cLaeEvS6D_Rzx1AODYSg/s1600-h/scop1.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 205px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5dFlJ11cAOGNq5ggbJGM7FHzUmSMlNiUGWqWUJ4eLkWDso4_NR26NCV8fSZoJFslBIdMtZYr2sWVi4O9V-Mek8P0ejdYXNA-sRWo0bJu_3F0UAQIk45r3AI3cLaeEvS6D_Rzx1AODYSg/s320/scop1.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303664280117163602&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;BR&gt;&lt;br /&gt;&lt;H1&gt;Initiation&lt;/H1&gt;&lt;br /&gt;Formal authorization that the project exists &lt;BR&gt;&lt;br /&gt;Recognition the project should continue into the next phase&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXjsHsX64QezOCKcHRDgEpPN-60hz8Ejj17cvf4Edeorn4tTM7xvga-O-F0556G3_ru4wgN5p7lMBbZqs3Hz5ClcFZ9ctJRmw4bMs8T0__saqvIm8HsXeI8oRQ5rwIN-jBUz4zzxkg6nw/s1600-h/scop2.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 262px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXjsHsX64QezOCKcHRDgEpPN-60hz8Ejj17cvf4Edeorn4tTM7xvga-O-F0556G3_ru4wgN5p7lMBbZqs3Hz5ClcFZ9ctJRmw4bMs8T0__saqvIm8HsXeI8oRQ5rwIN-jBUz4zzxkg6nw/s320/scop2.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303664286911904786&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;/tr&gt;&lt;br /&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Project Scope Management&lt;/b&gt; is a group of processes required to ensure that the project includes all the work required, and only the work required, to complete the project.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following processes which are part of Project Scope Management.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Scope Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Scope Definition&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Create WBS&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Scope Verification&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Scope Control&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;The term &quot;Scope&quot; may refer to &lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Product Scope&lt;/b&gt;: The features and functions that are to be included in a product or service.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Project Scope&lt;/b&gt;: The work that must be done in order to deliver a product with the specified features and functions.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Following sections describe each process along with Input, Output and Required Tools and Techniques.&lt;/p&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Scope Planning&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-gsNZurJUwmIOGPOi8G_an25nIa_Bpwmv-57rlCm2KCmpcGPJPTz4huYB6MxzK40bas75lpXub5-IjdHxalpte-br31VIdjl1JSZz8TivhmE-Km9e02v18H6rXAAy6qOgCOpqWiXnfJo/s1600-h/scop3.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 277px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-gsNZurJUwmIOGPOi8G_an25nIa_Bpwmv-57rlCm2KCmpcGPJPTz4huYB6MxzK40bas75lpXub5-IjdHxalpte-br31VIdjl1JSZz8TivhmE-Km9e02v18H6rXAAy6qOgCOpqWiXnfJo/s320/scop3.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303664288413920450&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Scope planning is the process of progressively elaborating and documenting the project work (project scope) that produces the product of the project. Identifies the project objectives and deliverables and forms basis of agreement.&lt;/p&gt;&lt;br /&gt;&lt;P&gt;Scope Planning process starts in &quot;Project Planning Phase&quot; and uses the outputs of the Initiation Process.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Scope Planning - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1)Enterprise Environmental Factors:&lt;/b&gt; Enterprise environmental factors include items such as the organization.s culture, infrastructure, tools, human resources, personnel policies, and marketplace conditions that could affect how project scope is managed.&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Organizational Process Assets:&lt;/b&gt; Organizational process assets are the formal and informal policies, procedures, and guidelines that could impact how the project.s scope is managed. Those of particular interest to project scope planning include:&lt;/p&gt; &lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Organizational policies as they pertain to project scope planning and management&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Organizational procedures related to project scope planning and management&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Historical information about previous projects that may be located in the lessons learned knowledge base.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Charter: &lt;/b&gt; Formally recognizes the existence of a project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Preliminary Project Scope Statement&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Scope Planning - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Expert Judgment:&lt;/b&gt; Expert judgment related to how equivalent projects have managed scope is used in developing the project scope management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Templates, Forms, Standards:&lt;/b&gt; Templates could include work breakdown structure templates, scope management&lt;br /&gt;plan templates, and project scope change control forms.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Scope Planning - Outputs: &lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Scope Management Plan:&lt;/b&gt; Guidelines for how scope is to be managed and how scope changes are to be integrated into the project. It includes&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;A process that specifies how formal verification and acceptance of the completed project deliverables will be obtained&lt;/li&gt;&lt;br /&gt;&lt;li&gt;A process that enables the creation of the WBS from the detailed project scope statement, and establishes how the WBS will be maintained and&lt;br /&gt;approved&lt;/li&gt;&lt;br /&gt;&lt;li&gt;A process to prepare a detailed project scope statement based upon the preliminary project scope statement&lt;/li&gt;&lt;br /&gt;&lt;li&gt;A clear description of how scope changes will be identified and classified.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Scope Definition&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhB331y-jQzHIlcOtQLV2KusHuZLd-y2sAjXbMYLDXUc97rPInVUIXSOFoTDGeyxBFkJGNUfDNHWY87i7h_FXy-qHWY4hoLYihrr9yuQzJmLXmAl5yEc59fTceDn9g3OsQnqGhRTtgM_nU/s1600-h/scop4.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 264px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhB331y-jQzHIlcOtQLV2KusHuZLd-y2sAjXbMYLDXUc97rPInVUIXSOFoTDGeyxBFkJGNUfDNHWY87i7h_FXy-qHWY4hoLYihrr9yuQzJmLXmAl5yEc59fTceDn9g3OsQnqGhRTtgM_nU/s320/scop4.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303664291811650722&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Scope definition involves subdividing the major project deliverables into smaller, more manageable components to:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Improve the accuracy of cost,time and resource estimates.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Define a baseline for performance measurement and control.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Facilitate clear responsibility assignments.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Scope Definition process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Scope Definition - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets &lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Charter : &lt;/b&gt; If a project charter is not used in a performing organization, then comparable information needs to be acquired or developed, and used to develop the detailed project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Preliminary Project Scope Statement: &lt;/b&gt; If a preliminary project scope statement is not used in a performing organization,&lt;br /&gt;then comparable information, including the product scope description, needs to be acquired or developed and used to develop the detailed project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Scope Management Plan &lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Approved Change Requests : &lt;/b&gt; Approved change requests can cause a change to project scope, project quality, estimated costs, or project schedule. Changes are often identified and approved while the work of the project is ongoing.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Scope Definition - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Product Analysis :&lt;/b&gt; Product analysis&lt;br /&gt;includes techniques such as product breakdown, systems analysis, systems engineering, value engineering, value analysis, and functional analysis.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Alternatives Identification :&lt;/b&gt; Identifying alternatives is a technique used to generate different approaches to&lt;br /&gt;execute and perform the work of the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Expert Judgment: &lt;/b&gt; Each application area has experts who can be used to develop portions of the detailed project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Stakeholder Analysis:&lt;/b&gt; Stakeholder analysis identifies the influence and interests of the various&lt;br /&gt;stakeholders and documents their needs, wants, and expectations. The analysis then selects, prioritizes, and quantifies the needs, wants, and expectations to create requirements.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Scope Definition - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Project Scope Statement : &lt;/b&gt; The project scope statement describes, in detail, the project.s deliverables and the work required to create those deliverables. The project scope statement also provides a common understanding of the project scope among all project stakeholders and describes the project.s major objectives.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;The detailed project scope statement includes, either directly or by reference to other documents which includes following:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Project objectives&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Product scope description&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project requirements&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project boundaries&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project deliverables&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Product acceptance criteria&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project constraints &amp; assumptions&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Initial project organization&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Initial defined risks&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Schedule milestones&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Fund limitation &amp; Cost estimate&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project configuration management requirements&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project specifications&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Approval requirements&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Requested Changes: &lt;/b&gt; Requested changes to the project management plan and its subsidiary plans may be developed during the Scope Definition process. Requested changes are processed for review and disposition through the Integrated Change Control process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Project Scope Management Plan (Updates): &lt;/b&gt; The project scope management plan component of the project management plan&lt;br /&gt;may need to be updated to include approved change requests resulting from the project.s Scope Definition process.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;h1&gt;Create WBS&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project. The WBS subdivides the project work into smaller, more manageable pieces of work, with each descending level of the WBS representing an&lt;br /&gt;increasingly detailed definition of the project work.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;The planned work contained within the lowest-level WBS components, which are called work packages, can be scheduled, cost estimated, monitored, and controlled.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Create WBS process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Create WBS - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Organizational Process Assets&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Scope Statement &lt;/b&gt;&lt;/P&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Approved Change Requests&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Create WBS  - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Work Breakdown Structure Templates:&lt;/b&gt; Although each project is unique, a WBS from a previous project can often be used&lt;br /&gt;as a template for a new project, since some projects will resemble another prior project to some extent.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Decomposition : &lt;/b&gt; Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. The work package level is the lowest level in the WBS, and is the point at which the cost and schedule for the work can be reliably estimated.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Decomposition of the total project work generally involves the following activities:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Identifying the deliverables and related work&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Structuring and organizing the WBS&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Decomposing the upper WBS levels into lower level detailed components&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Developing and assigning identification codes to the WBS components&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Verifying that the degree of decomposition of the work is necessary and Sufficient.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Create WBS - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Project Scope Statement (Updates) :&lt;/b&gt; If approved change requests result from the Create WBS process, then the project&lt;br /&gt;scope statement is updated to include those approved changes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Work Breakdown Structure (WBS):&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;BWS is a graphical representation of the hierarchy of the project. The WBS template can be reused across projects. WBS forces the project team to think through all the levels of the project. If a task is not in the WBS, then it is not part of the project.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;WBS is a grouping of project components that organizes and defines the total scope of the project.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;WBS is used to confirm understanding of the project scope.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;WBS simplifies a complex project and using WBS it becomes easy to estimate accurate duration, cost, budget, resources.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;8/80 rule for WBS:&lt;/b&gt; No task should be less than 8 hours or more than 80 hours.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) WBS Dictionary: &lt;/b&gt; The document generated by the Create WBS process that supports the WBS is called the WBS dictionary and is a companion document to the WBS. The detailed content of the components contained in a WBS, including work packages and control accounts, can be described in the WBS dictionary.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Scope Baseline:&lt;/b&gt; The approved detailed project scope statement and its associated WBS and WBS dictionary are the scope baseline for the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Project Scope Management Plan (Updates):&lt;/b&gt; If approved change requests result from the Create WBS process, then the project scope management plan may need to be updated to include approved changes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Requested Changes:&lt;/b&gt; Requested changes to the project scope statement and its components may be generated from the Create WBS process, and are processed for review and approval through the integrated change control process.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;h1&gt;Scope Verification&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgOQ87PRbEbimLMj8upo8n4B7PoOy7De8cKEZ4AsyK5E25jruBMnNINly6mRvk4ZHgcBiwuzoF_6-dvJDhGi6T_7JcRAx_QVGwH0FiJi3lQUUqumRaJ5e0ljCT-ZjGPC5cSLPD-Qkop1Y4/s1600-h/scop5.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 275px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgOQ87PRbEbimLMj8upo8n4B7PoOy7De8cKEZ4AsyK5E25jruBMnNINly6mRvk4ZHgcBiwuzoF_6-dvJDhGi6T_7JcRAx_QVGwH0FiJi3lQUUqumRaJ5e0ljCT-ZjGPC5cSLPD-Qkop1Y4/s320/scop5.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303664292201123426&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;This is the process of obtaining formal acceptance of the project scope by the stakeholders.It requires reviewing work products and results to ensure that all are completed correctly and satisfactorily.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;The Scope Verification is the process in which the project customer formally accepts the project deliverables. Scope Verification happens at the end of each phase. It is the customer feedback on a detailed basis. While Scope Verification focuses on customer acceptance, Quality Control focuses on correctness of work.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Scope Verification process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Scope Verification - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Scope Statement: &lt;/b&gt; The project scope statement includes the product scope description that describes the project.s product to be reviewed and the product acceptance criteria.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) WBS Dictionary :&lt;/b&gt; The WBS dictionary is a component of the detailed project scope definition, and is used to verify that the deliverables being produced and accepted are included in the approved project scope.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Project Scope Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Deliverables&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Scope Verification - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Inspection:&lt;/b&gt; This includes activities, such as measuring, examining, and testing, undertaken to determine whether results conform to requirements. There are following two ways to perform inspections.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Delhpi Technique:&lt;/b&gt; This method is used to obtain expert opinion on technical issues, the required scope or risk involved. A request is sent to the experts and their returned responses are compiled and then sent back to them for further review to get consensus. &lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Management by Objective(MBO): &lt;/b&gt; is a management philosophy with three objectives -&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Establish unambiguous and realistic objectives&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Periodically Evaluate if objectives are being met&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Take corrective actions.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;MBO works only if management supports it.&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Scope Verification - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Accepted Deliverables :&lt;/b&gt; The Scope Verification process documents those completed deliverables that have&lt;br /&gt;been accepted by the client.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Requested Changes:&lt;/b&gt; Requested changes may be generated from the Scope Verification process, and are processed for review and disposition through the Integrated Change Control process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Recommended Corrective Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Scope Control&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgA5sY27_qhKpHOVQQW8_IgTpCf_dT6LbDH0n6ArcUjWqDnqwwmXSPojzkUMvBk_qf5Wz5gKf_SizNaGkAtZpdzr6KRL8T5C-WUGsoeGY3CXPG6pkv6YvcsLGKqU57HxJLJ-wbEcbQ84fg/s1600-h/scop6.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 278px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgA5sY27_qhKpHOVQQW8_IgTpCf_dT6LbDH0n6ArcUjWqDnqwwmXSPojzkUMvBk_qf5Wz5gKf_SizNaGkAtZpdzr6KRL8T5C-WUGsoeGY3CXPG6pkv6YvcsLGKqU57HxJLJ-wbEcbQ84fg/s320/scop6.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303664419492956626&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;Project Scope Control includes :&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Influencing the factors which create scope changes to ensure that changes are agreed upon.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Determining that a scope change has occurred.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Managing the actual changes when they occur.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;The system includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Scope change control process is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Scope Control - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Scope Statement: &lt;/b&gt; The project scope statement includes the product scope description along with its associated WBS and WBS dictionary that describes the project.s product to be reviewed and the product acceptance criteria.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Work Breakdown Structure&lt;/b&gt;&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) WBS Dictionary: &lt;/b&gt; The WBS dictionary is a component of the detailed project scope definition, and is used to verify that the deliverables being produced and accepted are included in the approved project scope.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Project Scope Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Performance Reports: &lt;/b&gt;Performance reports provide information on project work performance, such as interim deliverables that have been completed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Approved Change Requests:&lt;/b&gt; An approved change request  impacting project scope is any modification to the agreed-upon project scope baseline, as defined by the approved project scope statement, WBS, and WBS dictionary.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Scope Control - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Change Control System: &lt;/b&gt; Defines procedures for changing project scope.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Variance Analysis: &lt;/b&gt;Project performance measurements are used to assess the magnitude of variation.&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Replanning: &lt;/b&gt; These approved change requests can cause updates to components of the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Configuration Management System:&lt;/b&gt; A formal configuration management system provides procedures&lt;br /&gt;for the status of the deliverables, and assures that requested changes to the project scope and product scope are thoroughly considered and documented before being processed through the Integrated Change Control process.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Scope Control - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Project Scope Statement (Updates): &lt;/b&gt;If the approved change requests have an effect upon the project scope, then the&lt;br /&gt;project scope statement is revised and reissued to reflect the approved changes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Work Breakdown Structure (Updates) : &lt;/b&gt;If the approved change requests have an effect upon the project scope, then the&lt;br /&gt;WBS is revised and reissued to reflect the approved changes.&lt;/p&gt; &lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) WBS Dictionary (Updates) : &lt;/b&gt; If the approved change requests have an effect upon the project scope, then the WBS dictionary is revised and reissued to reflect the approved changes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Scope Baseline (Updates):&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Requested Changes:&lt;/b&gt; The results of project scope control can generate requested changes, which are processed for review and disposition according to the project Integrated Change Control process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Recommended Corrective Action:&lt;/b&gt; A recommended corrective action is any step recommended to bring expected future project performance in line with the project management plan and project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.7) Organizational Process Assets (Updates):&lt;/b&gt; The causes of variances, the reasoning behind the corrective action chosen, and&lt;br /&gt;other types of lessons learned from project scope change control are documented and updated in the historical database of the  organizational process assets.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.8) Project Management Plan (Updates):&lt;/b&gt; If the approved change requests have an effect on the project scope, then the&lt;br /&gt;corresponding component documents and cost baseline, and schedule baselines of the project management plan, are revised and reissued to reflect the approved changes.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision: &lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scope : &lt;/b&gt; The sum of the products and services to be provided in a project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Product Scope: &lt;/b&gt; The features and functions that are to be included in a product or service.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Scope: &lt;/b&gt; The work that must be done in order to deliver a product with the specified features and functions.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scope Change: &lt;/b&gt; Any change to the project scope.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scope Change Control: &lt;/b&gt; Controlling changes to project scope.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scope Definition:&lt;/b&gt; Decomposing the major deliverables into smaller, more manageable components to provide better control.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scope Planning: &lt;/b&gt; Developing a written scope statement that includes the project justification, the major deliverables, and the project objectives.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scope Management: &lt;/b&gt; A plan which describes how project scope will be managed and how.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Scope Statement:&lt;/b&gt; A documented description of the project as to its output, approach, and content. (What is being produced?, How is it being produced?, and What is included?)&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Work Breakdown Structure (WBS):&lt;/b&gt; A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Work Package: &lt;/b&gt; A deliverable at the lowest level of the work breakdown structure. A work package may be divided into activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Organizational Breakdown Structure (OBS):&lt;/b&gt; Provides a hierarchically organized depiction of the project organization arranged so that the work packages can be related to the performing organizational units.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Bill of Materials (BOM): &lt;/b&gt; Presents a hierarchical tabulation of the physical assemblies, subassemblies, and components needed to fabricate a manufactured product.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Risk Breakdown Structure (RBS):&lt;/b&gt; A hierarchically organized depiction of the identified project risks arranged by risk category.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Resource Breakdown Structure (RBS):&lt;/b&gt; A hierarchically organized depiction of the resources by type to be used on the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;WBS Dictionary :&lt;/b&gt; The WBS dictionary is a component of the detailed project scope definition, and is used to verify that the deliverables being produced and accepted are included in the approved project scope.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;8/80 rule for WBS:&lt;/b&gt; No task should be less than 8 hours or more than 80 hours.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Delhpi Technique:&lt;/b&gt; This method is used to obtain expert opinion on technical issues, the required scope or risk involved. A request is sent to the experts and their returned responses are compiled and then sent back to them for further review to get consensus. &lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Management by Objective(MBO):&lt;/b&gt; is a management philosophy with three objectives &lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-scope-management.html</link><author>noreply@blogger.com (Unknown)</author><media:thumbnail xmlns:media="http://search.yahoo.com/mrss/" url="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5dFlJ11cAOGNq5ggbJGM7FHzUmSMlNiUGWqWUJ4eLkWDso4_NR26NCV8fSZoJFslBIdMtZYr2sWVi4O9V-Mek8P0ejdYXNA-sRWo0bJu_3F0UAQIk45r3AI3cLaeEvS6D_Rzx1AODYSg/s72-c/scop1.PNG" height="72" width="72"/><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-2946934004404923717</guid><pubDate>Fri, 10 Apr 2009 07:06:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.313-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Integration Management</title><description>&lt;h2&gt;Project Integration Management&lt;/h2&gt;&lt;br /&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQoslJqYSlAX2e9FRCx4zzgaq89QGVxtlhFvh81EHus1MJog_VdFubylQ0W1ZNICFGGC2GyADHW0MNvdntFmIUOSTgpZdW3Gs8WsE1Rtn3m0Fwjed9gT1_PgO7aRuSNp-N3y9QS1hmI-g/s1600-h/intr1.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 232px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQoslJqYSlAX2e9FRCx4zzgaq89QGVxtlhFvh81EHus1MJog_VdFubylQ0W1ZNICFGGC2GyADHW0MNvdntFmIUOSTgpZdW3Gs8WsE1Rtn3m0Fwjed9gT1_PgO7aRuSNp-N3y9QS1hmI-g/s320/intr1.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303660776875103170&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;br /&gt;&lt;tr&gt;&lt;br /&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;Definition&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Project Integration Management&lt;/b&gt; is a group of processes required to ensure that the various elements of the project are properly coordinated.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Processes&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;There are following processes which are part of Project Integration Management.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Develop Project Charter&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Develop Preliminary Project Scope Statement&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Develop Project Management Plan&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Direct and Manage Project Execution&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Monitor and Control Project Work&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Integrated Change Control&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Close Project&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Develop Project Charter&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;The project charter, either directly, or by reference to other documents, should address the following information:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Business needs, high-level project description, or product requirements that the project is undertaken to address&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Project purpose or justification&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Assigned Project Manager and authority level&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Summary milestone schedule&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Stakeholder influences&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Functional organizations and their participation&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Organizational, environmental and external assumptions&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Organizational, environmental and external constraints&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Business case justifying the project, including return on investment&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Summary budget.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Develop Project Charter process is a part of &quot;Project Initiation Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Develop Project Charter - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Contract (When Applicable):&lt;/b&gt; A contract from the customer.s acquiring organization is an input if the project is being done for an external customer.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Statement of Work (SOW):&lt;/b&gt; The statement of work (SOW) is a narrative description of products or services to be supplied by the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Enterprise Environmental Factors:&lt;/b&gt; This includes items such as, but not limited to:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Organizational or company culture and structure.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Governmental or industry standards&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Personnel administration&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Existing human resources&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Company work authorization system&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Marketplace conditions&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Stakeholder risk tolerances&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Organizational Process Assets:&lt;/b&gt; When developing the project charter and subsequent project documentation, any&lt;br /&gt;and all of the assets that are used to influence the project&#39;s success can be drawn from organizational process assets.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Develop Project Charter - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Project selection methods:&lt;/b&gt; As a project manager you may not be involved in selecting a project but you should know the selection method. There are two main type of Project Selection Methods.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Benefits Measurement Methods:&lt;/b&gt; These project selection methods involve comparing the values of one project against another. There are the following type of Benefit Measurement project selection techniques -&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Murder Boards - This involves a committee asking tough questions from each project&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Scoring Models - Different projects are given scores based on certain defined criteria. Project with higher score is selected.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Benefits Cost Ratio - This technique involves computing benefits to cost ratio (BCR) for a project. Project with higher BCR is selected.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Payback period - This technique involves considering how long it takes back to &quot;pay back&quot; the cost of the project. Inflation or interest earned in not considered in this technique. A project with lower pay back period is better.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Discounted Cash Flow - This technique takes into account the interest earned on the money. The Future Value (FV) of projects is compared. &lt;br&gt;&lt;br /&gt;FV=PV(1+i)&lt;sup&gt;n&lt;/sup&gt;&lt;br&gt;&lt;br /&gt; PV is the present value of the project. A project with higher present value is better. &lt;/li&gt;&lt;br /&gt;&lt;li&gt;Internal Rate of Return (IRR) - A project that has higher IRR is better, as it is giving higher return on money.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Constrained Optimization Methods:&lt;/b&gt; These Project selection methods are used for large projects. These are techniques based on mathematical models. The Constrained Optimization techniques are -&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Linear Programming&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Non-Linear Programming&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Integer Algorithm&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Dynamic Programming&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Multi-objective Programming&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Expert Judgement:&lt;/b&gt; Experts with specialized knowledge or training assess the inputs to this process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Project Management Information System:&lt;/b&gt; The Project Management Information System (PMIS) is a standardized set of automated tools available within the organization and integrated into a system. The PMIS is used by the project management team to support generation of a project charter, facilitate feedback as the document is refined, control changes to the project charter, and release the approved document.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Project Management Methodology:&lt;/b&gt; A project management methodology can be either a formal mature process or an informal technique that aids a project management team in effectively developing a project charter&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Develop Project Charter - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Project Charter&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Develop Preliminary Project Scope Statement&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;The project scope statement is the definition of the project.what needs to be accomplished. A project scope statement includes:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Project and product objectives&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Product or service requirements and characteristics&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Product acceptance criteria&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Project boundaries&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Project requirements and deliverables&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Project constraints &amp;amp; assumptions&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Initial project organization&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Initial defined risks&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Schedule milestones&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Initial WBS&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Order of magnitude cost estimate&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Project configuration management requirements&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Approval requirements&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;The preliminary project scope statement is developed from information provided by the initiator or sponsor. The project management team in the Scope Definition process further refines the preliminary project scope statement into the project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Develop Preliminary Project Scope Statement is part of &quot;Project Initiation Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Develop Preliminary Project Scope Statement - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Charter&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Statement of Work&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Enterprise Environmental Factors&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Organizational Process Assets&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;/br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Develop Preliminary Project Scope - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Project Management Methodology:&lt;/b&gt; The project management methodology defines a process that aids a project&lt;br /&gt;management team in developing and controlling changes to the preliminary project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Project Management Information System:&lt;/b&gt; The project management information system, an automated system, is used by the project management team to support generation of a preliminary project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Expert Judgment:&lt;/b&gt; Expert judgment is applied to any technical and management details to be included&lt;br /&gt;in the preliminary project scope statement.&lt;/p&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;/br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Develop Preliminary Project Scope Statement - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Preliminary Project Scope Statement&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;/br&gt;&lt;br /&gt;&lt;h1&gt;Project Plan Development&lt;/h1&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiK4g3gmdM7SQ-uJj9TSL1yEncnVg7TwZRm4Mt4z9K_BrmISd_Q0Ygc1TQvbBr2xFtg0JdQopIfyJwX5y05HSwvuLhFQrxfa9Ka3gbxDFKmRik_lMGtGii2yu3l8ansrEzwjdmIrrcvuMo/s1600-h/intr2.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 292px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiK4g3gmdM7SQ-uJj9TSL1yEncnVg7TwZRm4Mt4z9K_BrmISd_Q0Ygc1TQvbBr2xFtg0JdQopIfyJwX5y05HSwvuLhFQrxfa9Ka3gbxDFKmRik_lMGtGii2yu3l8ansrEzwjdmIrrcvuMo/s320/intr2.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303662296988558242&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;br /&gt;&lt;p&gt;Taking the results of other planning processes and putting them into a consistent, coherent document that can be used to guide both project execution and project control. It includes:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The project management processes selected by the project management team&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The level of implementation of each selected process&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The descriptions of the tools and techniques to be used for accomplishing those processes&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;How the selected processes will be used to manage the specific project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;How work will be executed to accomplish the project objectives&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;How changes will be monitored and controlled&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;How configuration management will be performed&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;The need and techniques for communication among stakeholders&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Project Plan Development process is a part of &quot;Project Planning Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Project Plan Development - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Preliminary Project Scope Statement&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Project Management Processes:&lt;/b&gt; This includes all the project management process defined by PMI which will be discussed in subsequent chapters.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Enterprise Environmental Factors&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Organizational Process Assets&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Project Plan Development - Tools and Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Project planning methodology:&lt;/b&gt; Structured  approach used to guide the development of the project plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Stakeholder skills and knowledge : &lt;/b&gt; Create an environment in which stakeholders can contribute appropriately.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Project mgmt. information system (PMIS):&lt;/b&gt; Consists of the automated and manual tools and techniques used to gather, integrate, and distribute information and outputs from other PM processes.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Expert Judgment:&lt;/b&gt; Expert judgment is applied to develop technical and management details to be included in the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Project Plan Development - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Project plan: &lt;/b&gt;The project management plan can be composed of one or more of the following subsidiary plans&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Project scope management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Schedule management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Cost management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Quality management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Process improvement plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Staffing management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Communication management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;P&gt;Risk management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Procurement management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;The project management plan can  have one or more following components&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Milestone list&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Resource calendar&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Schedule baseline&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Cost baseline&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Quality baseline&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Risk register&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Direct and Manage Project Execution&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiWX-UMyVih_xrJeARdtf4xqfQYn8TeA-vYZRdq_ByXpjDJxmQb3O1zmFV0b626VUQhd_aVObPJt3vrPRcODzC95XXBizuMY214bIEq9E3WeJMpUBcrY2nrR7XL1ZguCGALI4VUTcRyrs4/s1600-h/intr3.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 263px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiWX-UMyVih_xrJeARdtf4xqfQYn8TeA-vYZRdq_ByXpjDJxmQb3O1zmFV0b626VUQhd_aVObPJt3vrPRcODzC95XXBizuMY214bIEq9E3WeJMpUBcrY2nrR7XL1ZguCGALI4VUTcRyrs4/s320/intr3.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303662298854766674&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;p&gt;The Direct and Manage Project Execution process requires the project manager and&lt;br /&gt;the project team to perform multiple actions to execute the project management&lt;br /&gt;plan to accomplish the work defined in the project scope statement. Some of those&lt;br /&gt;actions are:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Perform activities to accomplish project objectives&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Expend effort and spend funds to accomplish the project objectives&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Implement the planned methods and standards&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Adapt approved changes into the project.s scope, plans, and environment&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Create, control, verify, and validate project deliverables&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Manage risks and implement risk response activities&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Direct and Manage Project Execution is a part of &quot;Project Plan Execution Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Direct and Manage Project Execution - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project plan: &lt;/b&gt; The subsidiary management plans ( Scope management plan, risk management plan, procurement management plan, configuration management plan, change control management plan etc.) and the performance measurement baselines are the key inputs to the project plan execution.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Approved Corrective Actions:&lt;/b&gt; Approved corrective actions are documented, authorized directions required to bring expected future project performance into conformance with the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Approved Preventive Actions:&lt;/b&gt;Approved preventive actions are documented, authorized directions that reduce the&lt;br /&gt;probability of negative consequences associated with project risks.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Approved Change Requests:&lt;/b&gt; Approved change requests are the documented, authorized changes to expand or&lt;br /&gt;contract project scope.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Approved Defect Repair:&lt;/b&gt; The approved defect repair is the documented, authorized request for product correction of a defect found during the quality inspection or the audit process.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Validated Defect Repair:&lt;/b&gt; Notification that re inspected repaired items have either been accepted or rejected.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Administrative Closure Procedure:&lt;/b&gt; The administrative closure procedure documents all the activities, interactions, and related roles and responsibilities needed in executing the administrative closure procedure for the project&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Direct and Manage Project Execution - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Project Management Methodology:&lt;/b&gt; The project management methodology defines a process that aids a project team in executing the project management plan. &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Project Management Information System:&lt;/b&gt; The project management information system is an automated system used by the project management team to aid execution of the activities planned in the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Direct and Manage Project Execution - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Deliverables:&lt;/b&gt; A deliverable is any unique and verifiable product, result or capability to perform a service that is identified in the project management planning documentation, and must be produced and provided to complete the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Requested Changes:&lt;/b&gt; Changes requested to expand or reduce project scope, to modify policies or procedures, to modify project cost or budget, or to revise the project schedule.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Implemented Change Requests:&lt;/b&gt; Approved change requests that have been implemented by the project management&lt;br /&gt;team during project execution.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Implemented Corrective Actions:&lt;/b&gt; The approved corrective actions that have been implemented by the project&lt;br /&gt;management team to bring expected future project performance into conformance with the project management plan&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Implemented Preventive Actions:&lt;/b&gt; The approved preventive actions that have been implemented by the project&lt;br /&gt;management team to reduce the consequences of project risks.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Implemented Defect Repair:&lt;/b&gt; During project execution, the project management team has implemented approved&lt;br /&gt;product defect corrections.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.7) Work Performance Information:&lt;/b&gt; Information on the status of the project activities being performed to accomplish the project work is routinely collected as part of the project management plan execution.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Monitor and Control Project Work&lt;/h1&gt;&lt;br /&gt;&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvmomXp_Fai2UwvgcLKjyyQgtwL2aIqnEu8BTos49LZM0I92NZKD_wD2etZ5Ck26RnLDe48emJaglA57_jVNUPerSiqR2FZH-kTvnpA5h8sNVb25bonKXg-PH7ZFjV3GhF6nHEFWuQD9g/s1600-h/intr4.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 277px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvmomXp_Fai2UwvgcLKjyyQgtwL2aIqnEu8BTos49LZM0I92NZKD_wD2etZ5Ck26RnLDe48emJaglA57_jVNUPerSiqR2FZH-kTvnpA5h8sNVb25bonKXg-PH7ZFjV3GhF6nHEFWuQD9g/s320/intr4.PNG&quot; border=&quot;0&quot; alt=&quot;&quot;id=&quot;BLOGGER_PHOTO_ID_5303662300650927298&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;br /&gt;&lt;p&gt;The Monitor and Control Project Work process is performed to monitor project processes associated with initiating, planning, executing, and closing. The Monitor and Control Project Work process is concerned with:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Comparing actual project performance against the project management plan&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Assessing performance to determine whether any corrective or preventive&lt;br /&gt;actions are indicated, and then recommending those actions as necessary&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Analyzing, tracking, and monitoring project risks to make sure the risks are&lt;br /&gt;identified, their status is reported, and that appropriate risk response plans are&lt;br /&gt;being executed&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Maintaining an accurate, timely information base concerning the project&#39;s&lt;br /&gt;product(s) and their associated documentation through project completion&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Providing information to support status reporting, progress measurement, and forecasting&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Monitoring implementation of approved changes when and as they occur.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Providing forecasts to update current cost and current schedule information&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Monitor and Control Project Work is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Monitor and Control Project Work - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Rejected Change Requests:&lt;/b&gt; Rejected change requests include the change requests, their supporting documentation, and their change review status showing a disposition of rejected change requests.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Monitor and Control Project Work - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Project Management Methodology:&lt;/b&gt;&lt;/p&gt; The project management methodology defines a process that aids a project management team in monitoring and controlling the project work being performed in accordance with the project management plan.&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Project Management Information System:&lt;/b&gt; The project management information system (PMIS), an automated system, is used by the project management team to monitor and control the execution of activities that are planned and scheduled in the project management plan. The PMIS is also used to create new forecasts as needed.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Earned Value Technique:&lt;/b&gt; The earned value technique measures performance of the project as it moves from project initiation through project closure. The earned value management methodology also provides a means to forecast future performance based upon past performance.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Expert Judgment:&lt;/b&gt; Expert judgment is used by the project management team to monitor and control project work.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Monitor and Control Project Work - Output&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Recommended Corrective Actions:&lt;/b&gt; Corrective actions are documented recommendations required to bring expected&lt;br /&gt;future project performance into conformance with the project management plan.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Recommended Preventive Actions:&lt;/b&gt; Preventive actions are documented recommendations that reduce the probability of negative consequences associated with project risks.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Forecasts:&lt;/b&gt; Forecasts include estimates or predictions of conditions and events in the project.s future, based on information and knowledge available at the time of the forecast.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.4) Recommended Defect Repair:&lt;/b&gt; Some defects, which are found during the quality inspection and audit process, are&lt;br /&gt;recommended for correction.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.5) Requested Changes:&lt;/b&gt; Changes requested to expand or reduce project scope, to modify policies or procedures, to modify project cost or budget, or to revise the project schedule.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Integrated Change Control&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;Coordinating changes across the entire project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Integrated Change Control is a part of &quot;Project Controlling Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Integrated Change Control - Inputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Management plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Requested Changes&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Recommended Preventive Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Recommended Corrective Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Recommended Defect Repair&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.7) Deliverables&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Integrated Change Control - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Project Management Methodology:&lt;/b&gt; The project management methodology defines a process that aids a project management team in implementing Integrated Change Control for the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Project Management Information System:&lt;/b&gt; The project management information system, an automated system, is used by the project management team as an aid for implementing an Integrated Change Control process for the project, facilitating feedback for the project and controlling changes across the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Expert Judgment:&lt;/b&gt; The project management team uses stakeholders with expert judgment on the change control board to control and approve all requested changes to any aspect of the project.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Integrated Change Control - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Approved Change Requests&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Rejected Change Requests&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Project Management Plan (Updates)&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Project Scope Statement (Updates)&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.5) Approved Corrective Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.6) Approved Preventive Actions&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.7) Approved Defect Repair&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.8) Validated Defect Repair&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.9) Deliverables&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;h1&gt;Close Project&lt;/h1&gt;&lt;br /&gt;&lt;p&gt;The Close Project process involves performing the project closure portion of the project management plan. Two procedures are developed to establish the interactions necessary to perform the closure activities across the entire project or for a project phase:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Administrative closure procedure:&lt;/b&gt; This procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Contract closure procedure:&lt;/b&gt; This procedure details all activities and interactions needed to settle and close any contract agreement established for the project, as well as define those related activities supporting the formal administrative closure of the project. This procedure involves both product verification and administrative closure.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Close Project process is a part of &quot;Project Closure Phase&quot;.&lt;/p&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(1) Close Project - Input&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.1) Project Management Plan&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.2) Contract Documentation:&lt;/b&gt; Contract documentation is an input used to perform the contract closure process, and includes the contract itself, as well as changes to the contract and other documentation&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.3) Enterprise Environmental Factors&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.4) Organizational Process Assets&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.5) Work Performance Information&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(1.6) Deliverables&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(2) Close Project - Tools &amp; Techniques&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.1) Project Management Methodology:&lt;/b&gt; The project management methodology defines a process that aids a project management team in performing both administrative and contract closure procedures for the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.2) Project Management Information System:&lt;/b&gt;  The project management team uses the project management information system to perform both administrative and contract closure procedures across the project.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(2.3) Expert Judgment:&lt;/b&gt; Expert judgment is applied in developing and performing both the administrative and contract closure procedures.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;table class=&quot;pmp&quot;&gt;&lt;tr&gt;&lt;td class=&quot;pmp&quot;&gt;&lt;br /&gt;&lt;h2&gt;(3) Close Project - Outputs&lt;/h2&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;br /&gt;&lt;tr&gt;&lt;td&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.1) Administrative Closure Procedure.&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.2) Contract Closure Procedure&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.3) Organizational Process Assets (Updates)&lt;/b&gt; &lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;(3.4) Final Product, Service, or Result:&lt;/b&gt; Formal acceptance and handover of the final product, service, or result that the project was authorized to produce.&lt;/p&gt;.&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/table&gt;&lt;br /&gt;&lt;br&gt;&lt;br /&gt;&lt;hr&gt;&lt;br /&gt;&lt;h1&gt;Last Moment Revision:&lt;/h1&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Baseline:&lt;/b&gt; A baseline is an approved configuration item, e.g. a project plan that has been signed off for execution and a starting point against which changes can be measured.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Change Control Board (CCB):&lt;/b&gt; A formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Code of Accounts: &lt;/b&gt; Any numbering system used to uniquely identify each element of the work breakdown structure&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Deliverable:&lt;/b&gt; Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or subproject.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Delphi Technique: &lt;/b&gt; A forecasting technique used to gather information about future events on a project. It relies on gathering expert opinions.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Management By Objectives (MBO):&lt;/b&gt; A system of managerial leadership that defines individual managerial responsibilities in terms of corporate objectives.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Operation: &lt;/b&gt; Work that is ongoing and repetitive.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Program:&lt;/b&gt; A group of related projects managed in a coordinated way. Programs usually include an element of ongoing activity.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project : &lt;/b&gt; A temporary endeavor undertaken to create a unique product or service.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Charter: &lt;/b&gt; A formal document issued by senior management which explains the purpose of the project including the business needs the project and the resulting product. It provides the project manager with the authority to apply organizational resources to project activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Life Cycle: &lt;/b&gt; A collection of generally sequential project phases whose name and no. are determined by the control needs of the organization(s) involved in the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Notebook: &lt;/b&gt; A detailed project plan. The notebook is updated throughout the life of the project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Phase: &lt;/b&gt; A collection of logically related project activities, usually culminating in the completion of a major deliverable.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Plan: &lt;/b&gt; A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, to facilitate communication among stakeholders, and to document approved scope, cost, and schedule baselines. A project plan may be summary or detail.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Project Management:&lt;/b&gt; The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Responsibility Assignment Matrix (RAM):&lt;/b&gt; A structure which relates the project organization structure to the WBS to help ensure that each element of the project&#39;s scope of work is assigned to a responsible individual.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Plan:&lt;/b&gt; Scope change will be integrated into the project. Includes an assessment of how likely and frequently the project scope may change and a description of how scope changes will be identified and classified.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Stakeholder:&lt;/b&gt; Individuals and organizations who are involved in or may be affected by project activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Statement of Work (SOW):&lt;/b&gt; A narrative description of products or services to be supplied under contract.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Work Authorization:&lt;/b&gt; Process of sanctioning all project work.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Work Authorization/Release: &lt;/b&gt; In cases where work is to be performed in segments due to technical or funding limitations, work authorization / release authorizes specified work to be performed during a specified period.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Work Package:&lt;/b&gt; A deliverable at the lowest level of the work breakdown structure. A work package may be divided into activities.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;/td&gt;&lt;br /&gt;&lt;/tr&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-integration-management.html</link><author>noreply@blogger.com (Unknown)</author><media:thumbnail xmlns:media="http://search.yahoo.com/mrss/" url="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQoslJqYSlAX2e9FRCx4zzgaq89QGVxtlhFvh81EHus1MJog_VdFubylQ0W1ZNICFGGC2GyADHW0MNvdntFmIUOSTgpZdW3Gs8WsE1Rtn3m0Fwjed9gT1_PgO7aRuSNp-N3y9QS1hmI-g/s72-c/intr1.PNG" height="72" width="72"/><thr:total>0</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-6264173342982469704</guid><pubDate>Fri, 10 Apr 2009 07:02:00 +0000</pubDate><atom:updated>2009-04-10T06:31:30.313-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Tutorials</category><title>Project Management Fundamentals</title><description>&lt;a onblur=&quot;try {parent.deselectBloggerImageGracefully();} catch(e) {}&quot; href=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdc3og6Ozh1Wkx5zt7WVbpgETDqbkdFb-B1aNBWCh5suChC37YkcM5koM3SYawEKAoSy-wQHydvdNEL9fFqL2b5dSht5-FV0EumTjp9iao6oIupvn7e7aMiVYvXtfvI8YKrZ9G7uyJp-c/s1600-h/funda1.PNG&quot;&gt;&lt;img style=&quot;cursor:pointer; cursor:hand;width: 320px; height: 261px;&quot; src=&quot;https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdc3og6Ozh1Wkx5zt7WVbpgETDqbkdFb-B1aNBWCh5suChC37YkcM5koM3SYawEKAoSy-wQHydvdNEL9fFqL2b5dSht5-FV0EumTjp9iao6oIupvn7e7aMiVYvXtfvI8YKrZ9G7uyJp-c/s320/funda1.PNG&quot; border=&quot;0&quot; alt=&quot;&quot; id=&quot;BLOGGER_PHOTO_ID_5303660114443329138&quot; /&gt;&lt;/a&gt;&lt;br /&gt;&lt;h2&gt;Project Management Fundamentals&lt;/h2&gt;&lt;br /&gt;&lt;br /&gt;&lt;table width=&quot;100%&quot; border=&quot;0&quot; cellpadding=&quot;0&quot; cellspacing=&quot;0&quot;&gt;&lt;tbody&gt;&lt;tr&gt;&lt;/tr&gt;&lt;tr&gt;&lt;td valign=&quot;top&quot;&gt;&lt;br /&gt;&lt;h2&gt;What is a Project ?&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;Project is a temporary endeavor undertaken to create a unique product or service.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;How Temporary ?&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;   - Has a definite beginning and end and not an ongoing effort.&lt;br /&gt;&lt;br /&gt;   - Ceases when objective has been attained.&lt;br /&gt;&lt;br /&gt;   - Team is disbanded upon project completion.&lt;br /&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;How Unique ?&lt;/b&gt;&lt;/p&gt;&lt;br /&gt;   - Product characteristics are progressively elaborated.&lt;br /&gt;&lt;br /&gt;   - The product or service is different in some way from other product or services.&lt;br /&gt;&lt;br /&gt;&lt;/li&gt;&lt;/ul&gt;&lt;br /&gt;&lt;h2&gt;Example&lt;/h2&gt;&lt;br /&gt;&lt;p class=&quot;alignment&quot;&gt;Building a road is an example of a project. The process of building a road takes a finite amount of time, and produces a unique product. Operations on the other hand are repetitive. Generating bills every month, and broadcasting news everyday are examples of operations.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;&lt;b&gt;Subprojects&lt;/b&gt; are components of a project that often contracted out.&lt;/p&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;What is Project Management?&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Project management is accomplished through the use of the processes such as:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Initiation&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Execution&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Controlling&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Closing&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Project managers or the organization can divide projects into above phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle.&lt;/p&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;Project Stakeholder&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;Project stakeholders are individuals and organizations that are actively involved in the project or whose interests may be positively or negatively affected as a result of project execution or project completion.&lt;/p&gt;&lt;br /&gt;&lt;h2&gt;Key stakeholders on a project include:&lt;/h2&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Project Manager&lt;/b&gt;&lt;br /&gt;&lt;p&gt;The individual responsible for managing the project&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;b&gt;Customer&lt;/b&gt;&lt;br /&gt;&lt;p&gt;The individual or organization that will use the project&#39;s product.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;b&gt;Project Team&lt;/b&gt;&lt;br /&gt;&lt;p&gt;The group that is performing the work of the project&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;b&gt;Project Sponsor&lt;/b&gt;&lt;br /&gt;&lt;p&gt;The individual or group within or external to the performing organization that provides the financial resources, in case or in kind for the project.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;What is Program Management ?&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;A program consists of a related group of projects and Program management is the process of managing multiple on going projects. An example would be that of designing, manufacturing and providing support infrastructure for an automobile make.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;In some cases Project Management is a subset of Program Management. The project manager may report to the program manager in such cases. A portfolio consists of multiple programs.&lt;/p&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;What is Portfolio Management ? &lt;/h2&gt;&lt;br /&gt;&lt;p&gt;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.Organizations manage their portfolios based on specific goals. Senior managers or senior management teams typically take on the responsibility of portfolio management for an organization.&lt;/p&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;Why do we need Project Management&lt;/h2&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Exponential expansion of human knowledge&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Global demand for goods and services&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Global competition&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Team is required to meet the demand with quality and standard.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Improved control over the project&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Improved performance&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Improved budget and quality&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;Difference between Projects and Operations&lt;/h2&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Operations are ongoing and repetitive where as Projects are unique and non-repetitive.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Normal operations would produce &lt;i&gt;Standard product&lt;/i&gt; or service where as Projects would produce &lt;i&gt;Unique product&lt;/i&gt; or service&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Projects are temporary and have defined start and end where as operations are indefinite and don&#39;t have a defined start and end.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Projects are executed by a heterogeneous teams where as operations may be executed by homogenous teams.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;Triple Constraints - A Balance Project&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;The triple constraint are cost, time, scope of work,  quality and customer satisfaction.  These are so intertwined that a change in one will most often cause a change in at least one of the others , For example:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;If time is extended, the cost of the project will increase.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;If time extended with the same cost then quality of the product will reduce.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;If scope is extended then cost and time will also extend.&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Changes to any of these legs sets off a series of activities that are needed to integrate the change across the project.&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Project Scope is defined by the totality of Time, Cost and Quality.&lt;/p&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;Interpersonal Skills&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;The management of interpersonal relationships includes:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Effective communication:&lt;/b&gt; The exchange of information&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Influencing the organization:&lt;/b&gt; The ability to &quot;get things done&quot;&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Leadership:&lt;/b&gt; Developing a vision and strategy, and motivating people to achieve that vision and strategy&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Motivation:&lt;/b&gt; Energizing people to achieve high levels of performance and to overcome barriers to change&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Negotiation and conflict management:&lt;/b&gt; Conferring with others to come to terms with them or to reach an agreement&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;&lt;b&gt;Problem solving:&lt;/b&gt; The combination of problem definition, alternatives identification and analysis, and decision-making.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;Forms of Organizations&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;Organizational theory describes how a company can be organized to complete its work. PMI talks about five types of organizational structure. Each type is described in terms of the project manager&#39;s level of authority.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;FUNCTIONAL&lt;/b&gt;&lt;br /&gt;&lt;p&gt;This is the most common form of organization. The organization is grouped by areas of specialization within different functional areas (e.g., accounting, marketing and manufacturing).  Each employee has one clear superior. In this organization Project Manager  has least power and all management is taken care by functional manager like marketing engineer, sales engineer.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;b&gt;MATRIX&lt;/b&gt;&lt;br /&gt;&lt;p&gt;This form is an attempt to maximize the strengths and weaknesses of both the functional and project forms. The team members report to two bosses: the project manager and the functional manager (e.&amp;amp;., VP Engineering, etc.).&lt;/p&gt;&lt;br /&gt;&lt;p&gt;There two forms of MATRIX organizations.&lt;/p&gt;&lt;br /&gt; &lt;ul&gt;&lt;br /&gt; &lt;li&gt;&lt;b&gt;Weak Matrix :&lt;/b&gt; Power reset with Functional Manager.&lt;/li&gt;&lt;br /&gt; &lt;li&gt;&lt;b&gt;Strong Matrix: &lt;/b&gt; Power rest with Project Manager.&lt;/li&gt;&lt;br /&gt; &lt;li&gt;&lt;b&gt;Balanced Matrix:&lt;/b&gt; Power is shared between both Functional and Project Manager.&lt;/li&gt;&lt;br /&gt; &lt;/ul&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;b&gt;PROJECTIZED&lt;/b&gt;&lt;br /&gt;&lt;p&gt;All organization is by projects. The project manager has total control of projects. Personnel are assigned and report to a project manager.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;b&gt;PROJECT EXPEDITOR&lt;/b&gt;&lt;br /&gt;&lt;p&gt;In this form of organization, the project expeditor acts primarily as a staff assistant and communications coordinator. The expeditor cannot personally make or enforce decisions.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;li&gt;&lt;b&gt;PROJECT COORDINATOR&lt;/b&gt;&lt;br /&gt;&lt;p&gt;This form of organization is similar to the Project Expeditor except the coordinator has some power to make decisions, some authority, and reports to a higher-leve1 manager.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;What is a Project Office ?&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;A formal structure that supports project management within an organization and usually takes one of three forms:&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Providing the policies, methodologies and templates for managing projects within  the organization.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Providing support and guidance to others in the organization on how to manage projects, training others in project management or project management software and assisting with specific project management tools.&lt;/p&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;p&gt;Providing project managers for different projects and being responsible for the results of the projects. All projects (or projects of a certain size, type or influence) are managed by  the Project Office.&lt;/p&gt;&lt;br /&gt;&lt;/li&gt;&lt;/ul&gt;&lt;br /&gt;&lt;hr /&gt;&lt;br /&gt;&lt;h2&gt;What is PMBOK ?&lt;/h2&gt;&lt;br /&gt;&lt;p&gt;PMBOK is the bible for Project Management. It stands for Project Management Body of Knowledge (PMBOK). There are nine knowledge areas defined in PMBOK which are as follows&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Project Integration Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project Scope Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project Cost Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project Time Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project Risk Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project Quality Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project HR Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project Communication Management&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Project Procurement Management&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Each Knowledge area has further Processes. There are a total of 44 processes.Each process has following three important parts.&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Inputs&lt;/b&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Tools &amp;amp; Techniques&lt;/b&gt;&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;b&gt;Outputs&lt;/b&gt;&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;The PMBOK primarily covers each of the processes and its inputs, outputs and related tools and techniques.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Subsequent chapters will explain each process, its inputs, tools and techniques and outputs (ITTO) required.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;Further the discipline of Project Management has five process groups. These are -&lt;/p&gt;&lt;br /&gt;&lt;ul&gt;&lt;br /&gt;&lt;li&gt;Initiation&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Planning&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Execution&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Control&lt;/li&gt;&lt;br /&gt;&lt;li&gt;Closure&lt;/li&gt;&lt;br /&gt;&lt;/ul&gt;&lt;br /&gt;&lt;p&gt;Each process is part of one of these five project phases. It is important to know the process group for each of the 44 processes.&lt;/p&gt;&lt;br /&gt;&lt;/td&gt;&lt;/tr&gt;&lt;/tbody&gt;&lt;/table&gt;</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-management-fundamentals.html</link><author>noreply@blogger.com (Unknown)</author><media:thumbnail xmlns:media="http://search.yahoo.com/mrss/" url="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdc3og6Ozh1Wkx5zt7WVbpgETDqbkdFb-B1aNBWCh5suChC37YkcM5koM3SYawEKAoSy-wQHydvdNEL9fFqL2b5dSht5-FV0EumTjp9iao6oIupvn7e7aMiVYvXtfvI8YKrZ9G7uyJp-c/s72-c/funda1.PNG" height="72" width="72"/><thr:total>1</thr:total></item><item><guid isPermaLink="false">tag:blogger.com,1999:blog-4300993210948077827.post-1725974561417222430</guid><pubDate>Fri, 10 Apr 2009 06:59:00 +0000</pubDate><atom:updated>2009-04-10T00:01:08.990-07:00</atom:updated><category domain="http://www.blogger.com/atom/ns#">PMP Exam Sample Questions</category><title>Project Procurement Management PMP Sample Questions</title><description>Question No :1&lt;br /&gt;___________ is a groups of processes required to to purchase or acquire the products, services,&lt;br /&gt;or results needed from outside the project team to perform the work.&lt;br /&gt;(Choose correct one from multiple below)&lt;br /&gt;1. Procurement Management&lt;br /&gt;2. Planning Management&lt;br /&gt;3. Scope Management&lt;br /&gt;4. Control Management&lt;br /&gt;correct is :1&lt;br /&gt;Explanations :&lt;br /&gt;Procurement Management is a groups of processes required to to purchase or acquire the&lt;br /&gt;products, services, or results needed from outside the project team to perform the work.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Question No :2&lt;br /&gt;The buyer and seller are bound by the ________.&lt;br /&gt;(Choose correct one from multiple below)&lt;br /&gt;1. contract&lt;br /&gt;2. responsibilities&lt;br /&gt;3. WBS&lt;br /&gt;4. identification&lt;br /&gt;correct is :1&lt;br /&gt;Explanations :&lt;br /&gt;The buyer and seller are bound by the contract.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Question No :3&lt;br /&gt;PMI discusses procurement focusing on the ______ relationship .&lt;br /&gt;(Choose correct one from multiple below)&lt;br /&gt;1. buyer or seller&lt;br /&gt;2. Vendor or seller&lt;br /&gt;3. Purchasing&lt;br /&gt;4. All of the above&lt;br /&gt;correct is :1&lt;br /&gt;Explanations :&lt;br /&gt;PMI discusses procurement focusing on the buyer or seller relationship&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Question No :4&lt;br /&gt;In PMBOK, the seller is ________ to the project team.&lt;br /&gt;(Choose correct one from multiple below)&lt;br /&gt;1. Internal&lt;br /&gt;2. External&lt;br /&gt;3. Outside&lt;br /&gt;4. Assigned&lt;br /&gt;correct is :2&lt;br /&gt;Explanations :&lt;br /&gt;In PMBOK, the seller is External to the project team.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;Question No :5 Delivery dates and availability of resources can be found in the details of the __________.&lt;br /&gt;1. Work Breakdown Structure&lt;br /&gt;2. SOW&lt;br /&gt;3. Project Charter&lt;br /&gt;4. Project Scope Statement&lt;br /&gt;correct is :1&lt;br /&gt;Explanations :&lt;br /&gt;Delivery dates and availability of resources can be found in the details of the WBS.</description><link>http://pmpstudynotes.blogspot.com/2009/04/project-procurement-management-pmp.html</link><author>noreply@blogger.com (Unknown)</author><thr:total>0</thr:total></item></channel></rss>