Pmp training sigmora

PMP® Training

By

Balaji Gadicharla

Agenda

Day 1

Instructor and Participants’ Introduction

Introduction to PMI and PMP

Project, Program and Portfolio Management

Process Areas

Integration Management

Scope Management

Day 2

Quiz on Day 1 study

Time Management

Cost Management

Quality Management

Day 3

Quiz on Day 2 study

Human Resources Management

Communication Management

Risk Management

Day 4

Quiz on Day 3 study

Procurement Management

Stakeholder Management

Quiz on Day 4 study

Day 5

Business Templates

Review of Exam Preparation

Introductions

• Balaji has around 20 years of industry experience

• Implemented several projects both in India and the US

• Real-life expertise in project management

• Teaching project management for the past five years

Project Management Institute (PMI)

• PMI is the world’s largest not-for-profit membership association for the project management profession. Our professional resources and research empower more than 700,000 members, credential holders and volunteers in nearly every country in the world to enhance their careers, improve their organizations’ success and further mature the profession.

• PMI credentials certify your knowledge and experience in project management so you can be more confident at work and more competitive in the job market.

Note : The above information is taken from the official PMI website

Project Management Professional (PMP)

• PMI’s Project Management Professional (PMP)® credential is the most important industry-recognized certification for project managers. Globally recognized and demanded, the PMP® demonstrates that you have the experience, education and competency to lead and direct projects.

Note : The above information is taken from the official PMI website

PMP® Certification Overview

• For complete details regarding the PMP eligibility requirements, please view the PMP Handbook on PMI website

• PMBOK (Project Management Book of Knowledge) is the book that will be followed. Currently in fifth edition

• This course will meet one of the key requirements of having 35 hours of project management education to apply for certification

• PMP Certification exam consists of

- 175 scored questions- 25 unscored qustions

Total alloted time for these 200 questions is 4 hours

http://www.pmi.org/en/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx

PMP Examination Overview

Domain Percentage of Questions

Initiation 13%

Planning 24%

Executive 30%

Monitoring and Control 25%

Closure 8%

TOTAL 100%

PMP Certification exam consists of

- 175 scored questions- 25 unscored questions

Total alloted time for these 200 questions is 4 hours

Maintaining PMP certification

• As part of PMI’s Continuing Certification Requirements (CCR) program, a PMP credential holder will need to earn 60 Professional Development Units (PDUs) per three-year period

• Each professional development activity yields one PDU for one hour spent engaged in the activity

• Need to report the earned PDUs to PMI

• Please refer PMI website for further details

• OK, Lets get started!!!

What is a Project?

A project is a…

• Temporary effort

• Create a unique product, service or offering

• Can be short term or long term

• Definite begin and end

• Can have repetitive elements but the result is unique

Ongoing operations like shop floor production or billing and invoicing of existing customers cannot be considered a project

Project, Program and Portfolio Management

Project

Program

Portfolio

Organizational Structure

Project manager’s authority, role and resource

availability

Type of Organization Type of Organization

Functional Organization Functional Teams work on project independently

Weak Matrix Organization PM is more a coordinator. No formal PM.

Balanced Matrix Organization

PM role is recognized but no full authority. Rolls up to a func manager

Strong Matrix Organization PM reporting to Manager of PMs and not to a functional manager

Projectized Organization PM has all staff working on the project reporting

PMOs – Supportive, Controlling and Directive types

Project Process Groups

• Initiation

• Planning

• Execution

• Monitoring and Control

• Closure

1. How does stakeholder risk and influence change while the project progresses?2. How does the uncertainty in the project change over the period?

3. How does the cost move along the time of the project?

Project Life Cycles – Predictive, Incremental and iterative, adaptive

Project Process Groups

Time

Cos

t, S

taff,

Wor

k

Initiation Planning ClosureExecution

Monitoring and Control

Process Group Interaction in a Project

Knowledge Areas

• Project Integration Management

• Project Scope Management

• Project Time Management

• Project Cost Management

• Project Quality Management

• Project Human Resources Management

• Project Communication Management

• Project Risk Management

• Project Procurement Management

• Project Stakeholder Management

Mapping of Knowledge Areas and Process Groups

• Each process group has a set of activities from each of the knowledge areas

• Each activity in each of the knowledge area has

• An input

• Tools and expertise to do that activity

• An output

• Each process group has one or more processes

• The processes are also grouped across knowledge areas

• Each process is tied to one knowledge area and one process group

• Each process has

• An input

• Tools and expertise to do that process

• An output

Note : Study the handout

Input to a process

Tools and expertise to do that process

Output

Document Flow Chart

Project Integration Management

Integration Management Processes

• Develop Project Charter

• Develop Project Management Plan

• Direct and Manage project work

• Monitor and control project work

• Perform Integrated Change Control

• Close Project or Phase

Processes : Inputs -> Tools -> Output

Process Group Process Inputs Tools Output

Initiation Develop Project Charter

Project SOWBusines CaseAgreementsEnterprise Environmental factorsOrganizational process assets

Expert Judgement Project charter

Planning Develop Project Management Plan

Project CharterOutputs from other processesEnterprise environmental factorsOrganizational process assets

Expert JudgementFacilitation Techniques Project Management Plan

Execution Direct and Manage project work

Project Management PlanApproved Change RequestsEnterprise environmental factorsOrganizational process assets

Expert JudgementProject Management Information System Meetings

DeliverablesWork performance dataChange RequestsProject MAnagement plan updatesProject document updates

Monitoring & Ctl Monitor and control project work

Project Management PlanSchedule forecastsCost forecastsValidated ChangesWork performance informationEnterprise environmental factorsOrganizational process assets

Expert judgementAnalytical techniquesProject Management information systemMeetings

Change RequestsWork performance reportsProject management plan updatesProject document updates

Monitoring & Ctl Perform Integrated Change Control

Project Management PlanWork performance informationChange RequestsEnterprise environmental factorsOrganizational process assets

Expert JudgementMeetingsChange Control Tools

Approved Change RequestsChange logProject management plan updatesProject document updates

Closure Close Project or Phase

Project Management PlanAccepted deliverablesOrganizational process assets

Expert JudgementAnalytical techniquesMeetings

Final product, service or result transitionOrganizational process assets updates

Integrated Change Control

• Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational process assets, project documents and the project management plan.

• Configuration Management System with integrated change control provides a standardized, effective and efficient way to centrally manage approved changes and baselines within a project.

• Configuration control is focused on the specification of both the deliverables and the processes while change control is focused on identifying, documenting and controlling changes to the project and the product baselines.

Change Requests – Corrective, Preventive, Defect Repair

Sample Project Charter

Project TimelineMilestone Due Date

Project Objectives

Project Business Drivers Project Team

Steering Committee Members

Core Team Members

Key Success Factors

Project Scope Management

Scope Management Processes

• Plan Scope Management

• Collect Requirements

• Define Scope

• Create Work Breakdown Structure (WBS)

• Validate Scope

• Control Scope



Planning Plan Scope Management

Project Management PlanProject charterEnterprise environmental factorsOrganzational Process assets

Expert JudgementMeetings

Scope management planRequirements management plan

Planning Collect Requirements

Scope management planRequirements management planStakeholder management planProject charterStakeholder register

InterviewsFocus groupsFacilitated workshopsGroup creativity techniquesGroup decision-making techniquesQuestionnaires and surveysObservationsPrototypesBenchmarkingContext diagramsDocument analysis

Requirements documentationRequirements traceability matrix

Planning Define Scope

Scope management planProject CharterRequirements documentationOrganizational process assets

Expert judgementProduct analysisAlternatives generationFacilitated workshops

Project scope statementProject document updates

Planning Create Work Breakdown Structure (WBS)

Scope management planProject Scope StatementRequirements DocumentationEnterprise environmental factorsOrganizational Process Assetss

DecompositionExpert Judgement

Scope BaselineProject Document Updates

Monitoring & Ctl Validate Scope

Project management planRequirements DocumentationRequirements Traceability MatrixValidated DeliverablesWork performance data

InspectionGroup decision-making techniques

Accepted DeliverablesChange RequestsWork performance informationProject Document Updates

Monitoring & Ctl Control Scope

Project Management PlanWork Performance dataRequirements DocumentationRequirements Traceability MatrixOrganizational Process Assets Variance Analysis

Work Performance informationOrganizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates

Group Related Techniques

• Group Creativity Techniques

• Brainstorming

• Nominal group technique : voting process to prioritize ideas for brainstorming or the ideas are vetted by a smaller group before being reviewed by larger

• Delphi technique

• Idea/mind mapping : ideas from brainstorming are placed on single map

• Affinity diagram : large number of ideas sorted into groups for analysis

• Group Decision Making Techniques

• Unanimity : Everyone agrees on single course of action

• Majority : more than 50% agree

• Plurality : largest block in a group decides though they are not majority

• Dictatorship

Work Breakdown Structure (WBS)

• 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, with each descending level of the WBS representing an increasingly detailed definition of the project work.

• Work package is the lowest level WBS component where the planned work is contained. A work package can be scheduled, cost estimated, monitored and controlled.

• Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level.

• Scope Baseline : Project Scope Statement, WBS, WBS Dictionary

Quiz from Day 1

Project Time Management

Time Management Processes

• Plan Schedule Management

• Define Activities

• Sequence Activities

• Estimate Activity Resources

• Estimate Activity Durations

• Develop Schedule

• Control Schedule



Planning Plan Schedule Management

Project management planProject CharterEnterprise environmental factorsOrganizational process updates

Expert JudgementAnalytical techniquesMeetings Schedule Management Plan

Planning Define Activities

Schedule Management PlanScope BaselineEnterprise Environmental FactorsOrganizational Process Assets

DecompositionRolling Wave PlanningExpert Judgment

Activity ListActivity AttributesMilestone List

Planning Sequence Activities

Schedule Management PlanActivity ListActivity AttributesMilestone ListProject Scope StatementOrganizational Process Assets

Precedence Diagramming Method (PDM)Dependency DeterminationApplying Leads and Lags

Project Schedule Network DiagramsProject Document Updates

Planning Estimate Activity Resources

Schedule Management PlanActivity ListActivity AttributesResource Calendars Risk registerActivity Cost EstimatesEnterprise Environmental FactorsOrganizational Process Assets

Expert JudgmentAlternatives AnalysisPublished Estimating DataBottom-up EstimatingProject Management Software

Activity Resource RequirementsResource Breakdown Structure Project Document Updates

Planning Estimate Activity Durations

Schedule management planActivity ListActivity AttributesActivity Resource RequirementsResource CalendarsProject Scope StatementRisk RegisterResource breakdown structureEnterprise Environmental FactorsOrganizational Process Assets

Expert JudgmentAnalogous EstimatingParametric EstimatingThree-point EstimatesGroup decision making techniquesReserve Analysis

Activity Duration EstimatesProject Document Updates

Planning Develop Schedule

Schedule Management planActivity List Activity Attributes Project Schedule Network Diagrams Activity Resource Requirements Resource Calendars Activity Duration Estimates Project Scope StatementRisk registerProject staff assignmentsResource breakdown structureEnterprise Environmental FactorsOrganizational Process Assets

Schedule Network AnalysisCritical Path MethodCritical Chain MethodResource Optimization techniquesModeling techniquesLeads and LagsSchedule CompressionScheduling Tool

Project Schedule Schedule Baseline Schedule DataProject calendarsProject management plan updatesProject Document Updates

Monitoring & Ctl Control Schedule

Project Management PlanProject Schedule Schedule dataProject calendarsWork Performance data Organizational Process Assets

Performance ReviewsProject Management SoftwareResource optimization techniquesModeling techniquesLeads and LagsSchedule CompressionScheduling Tool

Work Performance informationSchedule forecasts Change Requests Project Management Plan Updates Project Document UpdatesOrganizational Process Assets Updates

Activities

• Project Work packages are decomposed into smaller components called activities that represent the work necessary to complete the work package.

• Work package represents deliverable, where activity represents actual work

• Rolling Wave Planning is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS.

Sequence Activities

• Precedence Diagramming Method (PDM): Used in CPM to construct project schedule network diagram using rectangles (called nodes) to represent activities and using arrows to show logical relationships. Also called as Activity-on-Node

Four types of relationships: F2F, F2S, S2F, S2S

• Dependency determination

• Mandatory dependencies (hard logic)

• Discretionary dependencies (preferred or soft logic)

• External dependencies

• Applying leads and lags : Leads allow acceleration of the successor activity. Lags delay the successor activity

• Schedule Network Templates : Used to expedite the preparation of networks of project activities. Portions of it are called subnetwork or fragmented network. Used when a project includes identical deliverables (multiple floors of a high-rise buildings)

Estimate Activity Resources (Man, machines etc)

• Alternatives Analysis : Look at alternative methods of accomplishment including various levels of resource capability or skills, different size or type of machines etc.

• Published Estimating Data :Using published updated production rates and unit costs of resources

• Bottom-Up Estimating : Used when an activity cannot be estimated with a reasonable degree of confidence. The activity is decomposed and then the estimates are aggregated into a total quantity for each of the activity’s resources.

Estimate Activity Durations

• Analogous Estimating : Uses parameters such as duration, budget, size, weight and complexity from a previous project as the basis for estimating the same parameter for a future project. Less accurate and less expensive.

• Parametric Estimating : Uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters.

• Three point Estimates : Uses three estimates considering uncertainty and risk :

Most likely – tm, optimistic – to and pessimistic - tp

• Beta distribution : Based on PERT and

Expected duration Te= (to + 4 tm + tp )/6

• Triangular distribution : Expected duration Te= (to + tm + tp )/3

• Reserve Analysis: Includes contingency reserves (also called time reserves or buffers) into overall project schedule to account for uncertainty. Management reserve is not included in scheduled baseline but part of overall project duration

Develop Schedule : Tools

• Schedule Network Analysis : Employs various analytical techniques, such as CPM, critical chain method, what-if analysis and resource leveling to calculate the early and late start and finish dates for the uncompleted portions of activities.

• Critical Path Method (CPM) : Calculates early start and finish dates and late start and finish dates by performing a forward and backward pass analysis through the schedule network. They indicate the time periods within which the activity could be scheduled.

• Schedule flexibility is measured by the positive difference between early and late dates and called “total float”

• Critical paths have zero or negative total float – that means no flexibility. Activities on this path are critical activities.

• Free float is the amount of time an activity can be delayed without delaying the early start date of the successor.

• FLOAT=delay


• Critical Chain Method : This is a schedule network analysis technique that modifies the project schedule to account for limited resources. This method adds duration buffers that are non-work schedule activities to manage uncertainty.

• Feeding buffers are placed at each point that a chain of dependent tasks not on the critical chain feeds into the critical chain

• Size of each buffer = uncertainty in the duration of the cahin of dependent tasks leading to that buffer

• Buffer placed at the end of critical chain is called Project buffer

• Resource Optimization techniques

• Resource Leveling : used when shared or critical resources are available only at certain times. Necessary when resources are over-allocated. Alters completion date and critical path

• Resource Smoothing : adjusts the schedule so that resources do not exceed predefined limits. Does not alter critical path and hence completion date


• What-If Scenarios : Simulating different scenarios calculating multiple project durations with different sets of activity assumptions. Eg Monte Carlo Analysis : distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes of the project.

• Schedule Compression : Shortens the project schedule without changing the project scope.

• Crashing : A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain compression for the least incremental cost. Ex., approving overtime, bringing in additional resources etc.

Crashing works where additional resources will shorten the duration

• Fast tracking : This is a technique where activities are performed in parallel which would otherwise be in sequence.

• Both these techniques can increase risk, rework and/or cost.

Control Schedule : Tools

• Performance Reviews : Measure, compare and analyze schedule performance like start and finish dates, % complete etc.

• Utilize Schedule Variance (SV) and Schedule Performance Index (SPI) if using Earned Value Management (EVM)

• Decide if schedule variation requires corrective action

Project Cost Management

Cost Management Processes

• Plan Cost Management

• Estimate Costs

• Determine Budget

• Control Costs



Planning Plan Cost Management

Project Management PlanProject Charter Enterprise environmental factorsOrganizational Process Assets

Expert JudgementAnalytical techniquesMeetings Cost management plan

Planning Estimate Costs

Cost management planHuman Resource management Plan Scope Baseline Project Schedule Risk Register Enterprise Environmental FactorsOrganizational Process Assets

Expert JudgmentAnalogous EstimatingParametric EstimatingBottom-up EstimatingThree-point EstimatesReserve AnalysisCost of QualityProject Management SoftwareVendor Bid AnalysisGroup decision-making techniques

Activity Cost Estimates Basis of Estimates Project Document Updates

Planning Determine Budget

Cost management planScope Baseline Activity Cost Estimates Basis of EstimatesProject ScheduleResource Calendars Risk registerAgreementsOrganizational Process Assets

Cost AggregationReserve AnalysisExpert JudgmentHistorical RelationshipsFunding Limit Reconciliation

Cost Performance Baseline Project Funding Requirements Project Document Updates

Monitoring & Ctl Control Costs

Project Management Plan Project Funding Requirements Work Performance data Organizational Process Assets

Earned Value ManagementForecastingTo-Complete Performance Index (TCPI)Performance ReviewsReserve AnalysisProject Management Software

Work Performance information Cost Forecasts Organizational Process Assets UpdatesChange Requests Project Management Plan Updates Project Document Updates

Determine Budget : Tools

• Reserve Analysis

• Contingency reserves are allowances for unplanned but potentially required changes due to realized risks

• Management reserves are budgets reserved for unplanned changes to project scope and cost. These are not part of cost baseline but may be included in the total budget for the project. They are not part of EVM calculations

Determine Budgets : Outputs

• Cost Performance Baseline: This is an authorized time-phased budget at completion (BAC) used to measure, monitor and control overall cost performance of the project. Represented by an S-curve. In EVM, the cost performance baseline is referred to as Performance Measurement Baseline (PMB)

Funding requirements

Cost Baseline

Expenditures

Time

Cum

ulat

ive

Val

ues

Management reserveProject Budget

BAC

Control Costs: Tools

• Earned Value Management : integrates project scope, cost and schedule measures to help the project management team assess and measure project performance and progress. Forms an integrated baseline against which performance can be measured

• Planned Value (PV) : total PV is called performance measurement baseline (PMB) or Budget at Completion (BAC). This is the authorized budget for the work

• Earned Value (EV) : value of work performed

• Actual Cost (AC) : cost of work performed

• Schedule Variance (SV) : EV - PV

• Cost Variance (CV) : EV - AC

• Schedule Performance Index (SPI) : EV/PV (if >1, more work completed than planned and vice versa)

• Cost Performance Index (CPI) : EV/AC (if >1, cost underrun of performance to date and vice versa)

Earned Value, Planned Value and Actual Cost

Budget At Completion

(BAC)

Planned Value (PV)

Earned Value (EV)

Time

Cum

ulat

ive

Val

ues

Actual Costs (AC)

Management reserve

ETC

EAC

Control Costs: Tools

• Forecasting : Develop a forecast for Estimate at Completion (EAC) that may differ from Budget at Completion (BAC). Typically based on actual costs.

EAC = Estimate at Completion which takes into account Estimate to Complete (ETC) the remaining work

EAC = AC + bottom-up Estimate to Complete (ETC)

EAC = AC + BAC – EV

EAC = BAC/cumulative CPI = BAC/ (EV/AC)

EAC = AC + [(BAC – EV) / cumulative CPI x cumulative SPI)]

• To-Complete Performance Index (TCPI) : calculated projection of cost performance that must be achieved on the remaining work to meet BAC or EAC

• TCPI = Work remaining / Funds Remaining

• TCPI = (BAC – EV) / (BAC – AC)

= (BAC – EV) / (EAC – AC)

Project Quality Management

Quality Management Processes

• Plan Quality Management

• Perform Quality Assurance

• Control Quality



Planning Plan Quality Management

Project management planStakeholder Register Risk Register Requirements documentationEnterprise Environmental FactorsOrganizational Process Assets

Cost-Benefit AnalysisCost of QualitySeven basic quality toolsBenchmarkingDesign of ExperimentsStatistical SamplingAdditional quality planning toolsMeetings

Quality Management PlanQuality Metrics Quality Checklists Process Improvement Plan Project Document Updates

Execution Perform Quality Assurance

Quality Management Plan Process Improvement PlanQuality Metrics Project documentsQuality Control Measurements

Quality management and Control ToolsQuality AuditsProcess Analysis

Organizational Process Assets UpdatesChange Requests Project Management Plan Updates Project Document Updates

Monitoring & Ctl Control Quality

Project Management PlanQuality Metrics Quality Checklists Work Performance Data Approved Change Requests DeliverablesProject documentsOrganizational Process Assets

Seven basic quality toolsStatistical SamplingInspectionApproved Change Requests Review

Quality Control Measurements Validated ChangesValidated DeliverablesWork performance informationChange Requests Project Management Plan Updates Project Documents UpdatesOrganizational Process Assets Updates

Costs of Quality

• Cost of Conformance

• Prevention Costs

- Training, document processes, equipment, time to do right

• Appraisal Costs

- Testing, destructive testing loss, inspections

• Cost of Nonconformance

• Internal

- Rework, scrap

• External

- Liabilities, warranty work, lost business

Perform Quality Control : Tools

Seven Basic Quality Tools

•Cause and Effect diagrams : also called Ishikawa or fishbone diagrams

•Flow Charts

•Check sheets

•Pareto Diagrams : based on 80/20 principle, where 80% of problems happen due to 20% of the causes

•Histogram

•Control Charts

•Scatter Diagram

Perform Quality Assurance : Tools

PDPC : Process Decision Program Chart

Quiz from Day 2

Project Human Resources Management

Human Resources Management Processes

• Plan Human Resource Management

• Acquire Project Team

• Develop Project Team

• Manage Project Team



PlanningPlan Human Resource Management

Project Management PlanActivity Resource Requirements Enterprise Environmental FactorsOrganizational Process Assets

Organization Charts and Position DescriptionsNetworkingOrganizational TheoryExpert judgementMeetings

Human Resource management plan

Execution Acquire Project Team

Human Resource management Plan Enterprise Environmental FactorsOrganizational Process Assets

Pre-AssignmentNegotiationAcquisitionVirtual TeamsMulti-criteria decision analysis

Project Staff Assignments Resource Calendars Project Management Plan Updates

Execution Develop Project Team

Project Staff Assignments Human Resource management Plan Resource Calendars

Interpersonal SkillsTrainingTeam-Building ActivitiesGround RulesCo-LocationRecognition and AwardsPersonnel assessment tools

Team Performance Assessments Enterprise Environmental Factors Updates

Execution Manage Project Team

Human Resource Management Plan Project Staff Assignments Team Performance Assessments Issues LogWork Performance Reports Organizational Process Assets

Observation and ConversationProject Performance AppraisalsConflict ManagementInterpersonal Skills

Enterprise Environmental Factors UpdatesOrganizational Process Assets UpdatesChange Requests Project documents updatesProject Management Plan Updates

Develop Human Resource Plan : Tools

• Org Charts

• Hierarchical : like WBS, there is Organizational Breakdown Structure (OBS)

• Text Oriented formats

• Matrix-Based Charts : A responsibility assignment matrix (RAM) is used to illustrate the connections between work packages or activities and project team members. Example of RAM is RACI (next slide)

RACI

TASKS SponsorBusiness

HeadBusiness Manager

Project Manager IT Head IT Analyst Developer Tester

Project charter A C C R C I I I

Budget A C I R I I I I

Requirements Gathering I C C C C R C C

Solution Design and Architecture I C C C C R C C

Build I I I I C C R C

Test I I I I I C C R

Go-Live I A C C C R R C

R=Responsible, A=Accountable, C=Consulted, I=Informed

Develop Project Team: Tools : Team building activities

Different stages of team building

•Forming : Team members meet and understand about the project and their roles and responsibilities

•Storming : Team begins to address project work, PM approach and technical decisions

•Norming : Members begin to work together and adjust their work habits to support the team. The team learns to trust each other

•Performing : The team works as a well-organized unit

•Adjourning : The team completes the work and moves on from the project

Develop Project Team: Tools : Colocation

• Also called Tight matrix

• Involves keeping all key team members in one physical location

• Good strategy but virtual teams can still bring more skilled resources, reduced costs, less travel and relocation expenses

Manage Project Team: Tools : Conflict Management

• Withdraw/Avoid

• Smooth/Accommodate : emphasizing areas of agreement rather than areas of difference

• Compromise/Reconcile

• Force/Direct

• Collaborate/Problem Solve

Effective inter-personal skills that a PM should have :

• Leadership

• Influencing

• Effective Decision-making

Project Communications Management

Communications Management Processes

• Plan Communications Management

• Manage Communications

• Control Communications



PlanningPlan Communications Management

Stakeholder Register Project Management PlanEnterprise Environmental FactorsOrganizational Process Assets

Communication Requirements AnalysisCommunication TechnologyCommunication ModelsCommunication MethodsMeetings

Communications Management Plan Project Document Updates

Execution Manage Communications

Communications Management PlanWork Performance Reports Organizational Process AssetsEnterprise Environmental Factors

Communication TechnologyCommunication ModelsCommunication MethodsInformation management systemsPerformance reporting

Project communicationsProject documents updatesProject Management Plan updatesOrganizational Process Assets Updates

Monitoring & Ctl Control Communications

Project Management Plan Project communicationsWork Performance data Issue LogOrganizational Process Assets

Information management systemsExpert judgementMeetings

Work Performance Information Organizational Process Assets UpdatesChange Requests Project Management Plan UpdatesProject Documents updates

Factors affecting choice of communication

• Urgency of the need

• Availability of technology

• Ease of Use

• Project Environment

• Sensitivity and confidentiality of the information

Communication Management

• Sequence of steps in basic communication model

Encode-> Transmit -> Decode -> Acknowledge -> Feedback

• Communication Methods- Interactive- Push- Pull

• Techniques for effective communication management- Sender-Receiver models- Choice of media- Writing style- Meeting management techniques- Presentation techniques- Facilitation techniques- Listening techniques

Sample Communication Plan

• Weekly Status Report sent out by Project Manager by Friday EOB

• Weekly Status Meetings every Tuesday at a specified time

• Steering Committee meetings once a month

• Adhoc meetings to address items that came out during weekly status meetings

• Minutes of all meetings where action items have been identified and decisions made

Sample Status Report

Project TimelineMilestone Due Date Status

Project Deliverables

Project Accomplishments Last Week Project Activities Next Week

Sample Project Plan

Sl. No Activity Owner Planned Start Date Planned End Date Actual Start Date Actual End Date % Complete Comments

Project Risk Management

Risk Management Processes

• Plan Risk Management

• Identify Risks

• Perform Qualitative Risk Analysis

• Perform Quantitative Risk Analysis

• Plan Risk Responses

• Control Risks



Planning Plan Risk Management

Project Management PlanProject CharterStakeholder registerEnterprise Environmental FactorsOrganizational Process Assets

Expert JudgementAnalytical techniquesMeetings

Risk Management Plan

Planning Identify Risks

Risk Management PlanCost Management PlanSchedule Management Plan Quality Management Plan Human Resource management planScope baselineActivity Cost Estimates Activity Duration Estimates Stakeholder Register Project DocumentsProcurement documentsEnterprise Environmental FactorsOrganizational Process Assets

Documentation ReviewsInformation Gathering TechniquesChecklist AnalysisAssumptions AnalysisDiagramming TechniquesSWOT AnalysisExpert Judgment Risk Register

Planning Perform Qualitative Risk Analysis

Risk Management Plan Scope baselineRisk Register Enterprise Environmental FactorsOrganizational Process Assets

Risk Probability and Impact AssessmentProbability and Impact MatrixRisk Data Quality AssessmentRisk CategorizationRisk Urgency AssessmentExpert Judgment Project Document Updates

Planning Perform Quantitative Risk Analysis

Risk Management Plan Cost Management PlanSchedule Management PlanRisk Register Enterprise Environmental FactorsOrganizational Process Assets

Data Gathering and Representation TechniquesQuantitative Risk Analysis and Modeling TechniquesExpert Judgment Project Document Updates

Planning Plan Risk ResponsesRisk Register Risk Management Plan

Strategies for Negative Risks or ThreatsStrategies for Positive Risk or OpportunitiesContingent Response StrategiesExpert Judgment

Project Management Plan Updates Project Document Updates

Monitoring & Ctl Control Risks

Project Management Plan Risk Register Work Performance DataWork Performance Reports

Risk ReassessmentRisk AuditsVariance and Trend AnalysisTechnical Performance MeasurementReserve AnalysisMeetings

Work performance informationOrganizational Process Assets UpdatesChange Requests Project Management Plan Updates Project Document Updates

Risks : Overview

• Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost and quality.

• Risk appetite : degree of uncertainty an entity is willing to take

• Risk tolerance : volume of risk that an entity can withstand

• Risk threshold : level of impact at which stakeholder will have specific interest

• Risk Breakdown Structure (RBS) : helps the project team to look at many sources from which project risk may arise.

eg Beta Distribution, triangular distribution etc. In these, x-axis represents values of time/cost and y-axis represents the relative likelihood. These are also tools for Quantitative Risk Analysis

Identify Risks : Tools

• Diagramming Techniques

• Cause and Effect Diagrams : also called Ishikawa or fishbone diagrams

• System or process flow charts

• Influence diagrams : graphical representation of situations showing casual influences

• SWOT analysis : Strength and Weakness are internal; Opportunities and Threats are external

• Probability-Impact (PI) Matrix : This is a grid of probability of each risk happening and its impact on project objectives. Small probabilities can also have high impact and vice-versa

Quantitative Risk Analysis : Techniques

• Sensitivity Analysis : helps to determine which risks have the most impact on the project


• Expected Monetary Value (EMV) analysis : statistical concept that calculates average outcome when the future includes scenarios that may or may not happen


• Modeling and Simulation : translates the specified detailed uncertainties of the project into their potential impact on project objectives. Typically uses Monte Carlo Simulation

Plan Risk Responses : Tools

• Strategies for Negative Risks

• Avoid

• Transfer

• Mitigate

• Accept

• Strategies for Positive Risks

• Exploit

• Enhance

• Share

• Accept

Quiz from Day 3

Project Procurement Management

Procurement Management Processes

• Plan Procurements

• Conduct Procurements

• Control Procurements

• Close Procurements



Planning Plan Procurements

Project Management PlanRequirements Documentation Risk Register Activity Resource Requirements Project Schedule Activity Cost Estimates Stakeholder registerEnterprise Environmental FactorsOrganizational Process Assets

Make-or-Buy AnalysisExpert JudgmentMarket researchMeetings

Procurement Management Plan Procurement Statements of WorkProcurement Documents Source Selection Criteria Make-or-Buy Decisions Change Requests Project documents updates

Execution Conduct Procurements

Procurement Management Plan Procurement Documents Source Selection Criteria Seller ProposalsProject documentsMake-or-Buy Decisions Procurement statement of workOrganizational Process Assets

Bidder ConferencesProposal Evaluation TechniquesIndependent EstimatesExpert JudgmentAdvertisingAnalytical techniquesProcurement Negotiations

Selected sellersAgreementsResource Calendars Change Requests Project Management Plan Updates Project Documents Updates

Monitoring & Ctl Control Procurements

Project Management Plan Procurement DocumentsAgreements Approved Change RequestsWork Performance Reports Work Performance Data

Contract Change Control SystemProcurement Performance ReviewsInspections and AuditsPerformance ReportingPayment SystemsClaims AdministrationRecords Management System

Work Performance InformationChange Requests Project Management Plan Updates Project documents updatesOrganizational Process Assets Updates

Closure Close ProcurementsProject Management PlanProcurement Documents

Procurement auditsProcurement negotiationsRecords Management System

Closed ProcurementsOrganizational Process Assets Updates

Contracts : Types

• Fixed-Price Contracts

• Firm Fixed Price Contracts (FFP)

• Fixed Price Incentive Fee Contracts (FFIF)

• Fixed Price with Economic Price Adjustment Contracts (FP-EPA)

• Cost Reimbursable Contracts

• Cost Plus Fixed Fee (CPFF)

• Cost Plus Incentive Fee (CPIF)

• Cost Plus Award Fee Contracts (CPAF)

• Time and Material (T&M) : this is a hybrid of fixed-price and cost reimbursable

Project Stakeholder Management

Stakeholder Management Processes

• Identify stakeholders

• Plan stakeholder management

• Manage stakeholder engagement

• Control stakeholder engagement



Initiation Identify stakeholders

Project Charter Procurement DocumentsEnterprise Environmental FactorsOrganizational Process Assets

Stakeholder AnalysisExpert JudgmentMeetings Stakeholder Register

Planning Plan stakeholder management

Project Management PlanStakeholder registerEnterprise environmental factorsOrganizational process assets

Expert judgementMeetingsAnalytical techniques

Stakeholder management planProject documents updates

ExecutionManage stakeholder engagement

Stakeholder management planCommunications management planChange logOrganizational process assets

Communication methodsInterpersonal skillsManagement skills

Issue logChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

Monitoring & Ctl

Control stakeholder engagement

Project management planIssue logWork performance dataProject documents

Information management systemsExpert judgementMeetings

Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

Stakeholder Analysis

• Technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project

• Classification Models

• Power/Interest Grid : interest = level of concern on the project outcome

• Power/Influence Grid : influence = involvement

• Influence/Impact Grid : impact = ability to affect changes to the project ‘s planning or execution

• Salience Model : classify based on their power (ability to impose their will), urgency and legitimacy (their involvement is appropriate)

Power/Interest Grid

Engagement Level of stakeholders

• Classification of engagement levels

• Unaware

• Resistant

• Neutral

• Supportive

• Leading

Quiz from Day 4

Q & A

Thanks for your attention!

Sigmora Technologies

www.sigmora.com

[email protected]

http://www.sigmora.com/

Pmp training sigmora

Business

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