Configuration management plan / Change management plan

Integration

Stakeholder analysis / Stakeholder register / Stakeholder management strategy

Communications

Statement of work / Contract / Business case / CharterIntegration

Initiating

Procurement documentation / Change requestsProject management plan updatesProcurement

Quality audit reports / Change requestsProject management plan updatesQuality

Risk register / Risk register updatesRisk

Project Staff assignments / Resource calendars / Team performance assessments / Training plans / Issue log / Change requests

Project management plan updatesHuman Resources

Activity resource requirements / Resource breakdown structureTime

Quality control measurements / Validated changes / Change requestsProject management plan updatesQuality

Risk register updates / Change requestsProject management plan updatesRisk

Performance reports / Change requestsCommunications

Work performance measurements / Budget forecasts / Earned value reports / Change requests

Project management plan updatesCost

Work performance measurements / Change requestsProject management plan updatesScope

Work performance measurements / Change requestsProject management plan updatesTime

Sellers list / Proposals / Contracts / Change requestsProject management plan updatesProcurement

Change log / Issue log / Change requestsProject management plan updatesCommunications

Risk-related contract decisions / Risk register updatesProject management plan updatesRisk

Schedule management plan*Time (Integration)

Cost management plan*Cost (Integration)

Program schedule network diagramsTime

Activity duration estimatesTime

Project schedule / Schedule dataSchedule baselineTime

Integration

Integration

Integration

Procurement

Risk

Communications

Human Resources

Quality

Cost

Cost

Time

Scope

Scope

Scope (Integration)

Knowledge Area

Work performance information / Change requestsProject management plan updates

Executing

Change request status updatesProject management plan updates

Monitoring &

Controlling

Closing

Planning

Process Group

Project funding requirementsCost performance baseline

Quality metrics / Quality checklists / Quality standardsQuality management plan / Process improvement plan

Project organizational structure / Resource requirements / Responsibility assignment matrix / Roles and responsibilities

Human resource plan / Staffing management plan

Communications management plan

Roles and responsibilitiesRisk management plan

Teaming agreements / Procurement SOW / Make-or-buy decisions / Procurement documents / Source selection criteria / Change requests

Procurement management plan

Archived project documents

Activity cost estimates / Basis of estimates

Activity list / Activity attributes / Milestone list

Requirements traceability matrix / Assumption log / Technical documentation

Scope baseline (Scope statement, WBS, WBS dictionary)

Requirements documentation / Stakeholder requirementsRequirements management plan

Scope management plan*

Project DocumentsProject Management Plan

DocsDocs TMTMDocsDocs TMTMTMTMThe ultimate PMP project plan

and documents list.

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PPupdates

PDL12116

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* Scope, Schedule, and Cost planning processes are preceded by a planning effort in 4.2 Develop Project Management Plan, which produces management plans for these Knowledge Areas.

ETC = BAC EVAssumes future work to be performed as budgeted

ETC (for atypical variance)Estimate To Complete

FormulaDescriptionAbbreviationVariable

ETC = (BAC EV) / CPIAssumes past performance to continue throughout

ETC (for typical variance)

TCPI = (BAC EV) / (BAC AC)

BASED ON BAC

or TCPI = (BAC EV) / (EAC AC) BASED ON NEW EAC

Cost performance necessary to achieve BAC or new EAC goal

Work remaining divided by funds remaining

TCPITo-Complete Performance Index

VAC = BAC EACForecast of varianceVACVariance At Completion

EAC = AC + ETC = AC + (BAC EV) / CPI

or EAC = BAC / CPI

Assumes past performance to continue throughout

EAC (for typical variance)

EAC = AC + BAC EVAssumes future work to be performed as budgeted

EAC (for atypical variance)

EAC = AC + Bottom-up ETCUse when original est. is flawedEACEstimate At Completion

Budget assigned for workBACBudget At Completion

SPI = EV / PVMeasure of schedule efficiencySPISchedule Performance Index

SV = EV PVMeasure of schedule performanceSVSchedule Variance

CPI = EV / ACMeasure of cost efficiencyCPICost Performance Index

CV = EV ACMeasure of cost performanceCVCost Variance

Budget assigned for work performed

PVPlanned Value

Value of work performedEVEarned Value

Actual cost incurred for work performed

ACActual Cost

CO

ST Earned Value

CO

ST Forecasting

FormulasFormulas TMTMFormulasFormulas TMTMTMTMThe ultimate PMP

reference sheet.

2009, 2011 Q'vive, LLC Eric van der Meulen, PMP All rights reserved qvive.biz info@qvive.biz "PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.

Probability Impact [$]EMVExpected Monetary Value

90 %Project Manager Communication

n(n-1) / 2 n = # of stakeholdersCommunication channels

EMV costNet BenefitNet Benefit

FormulaAbbreviationVariable

1 = 68.26 % 3 = 99.73 %

2 = 95.46 % 6 = 99.99985 %

1 standard deviation =

1 STD = 1 sigma = 1

Normal Distribution

+/- 50% from actualRough Order of MagnitudeEstimating in Initiating

-10% to +25% from actualBudgetary / Top Down / Analogous

Estimating early in Planning

-5% to +10% or +/-10% from actualDefinitive / Bottom-upEstimating late in Planning

P + 4M + O P = pessimistic, M = most likely, O = optimistic

6

PERT (Program Evaluation and Review Technique)

Three point estimate for activity duration, weighted average

(PERT1 + PERT2 + PERT3 + ) + (# of sigmas STDproject)critical path activities only:Project Duration

Var1 + Var2 + Var3 + STDproject (or project)Standard Deviation of Project

((P O) / 6)2

Varactivity (or 2 activity)Variance of Activity

(P O) / 6STDactivity (or activity)Standard Deviation of Activity

TIM

E/C

OST Estimating

PFS12117

DefinedDefinedTMTMDefinedDefinedTMTMTMTMThe ultimate PMP

charter glossary.

Purpose, Objectives, Requirements

Purpose: Reason(s) for doing this project in terms of business objective and related strategic goal. Description of issue or opportunity addressed.

Objective: Targeted result of the project.

Success Criteria: SMART objectives are quantifiable criteria used to measure project success (Specific, Measurable, Achievable, Realistic, Time-bound).

Requirement: Quantified and prioritized attribute, capability, characteristic, or quality of the (product of) the project that is wanted, needed, or expected by Sponsor and Stakeholders (Customers).

Milestones/Deliverables, Constraints

Milestone: Major Deliverable or significant event in the project used to measure progress.

Deliverable : Any unique and verifiable product, result, or capability that must be produced to complete the stage, phase, or project; tangible, measurable, and easily proved.

Constraint : A restriction or limitation, either internal or external to a project, which will affect the performance of the project. A boundary condition within which the project must remain, e.g., scope, cost, schedule, resources, quality, etc.

In Scope*

What is included in the project and its Deliverables . The who, what, where, when, and why of the project.

Product Scope : Features and functions that characterize the product or result of the project.

Project Scope : Work required to deliver the product.

Assumptions & Risks

Assumption : Factor (event, action, condition) that, for planning purposes, is considered to be true, real or certain without proof or demonstration.

Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on the projects Objectives.NEGATIVE RISK: The possibility that an undesired outcome or the absence of a desired outcome disrupts the project; always reflects uncertainty, a potential loss, and a time component.

Out Of Scope*

What is not included in the project and its deliverables.

* NOTE: In Scope and Out Of Scope define the Project Boundaries

Team: Project Manager (or Project Management Team) and Team Members.

Stakeholders: Persons or organizations (Customer, performing organization, public) that are actively involved in the project, or whose interests may be positively or negatively impacted by execution or completion of the project; may also exert influence over the project and its Deliverables .

2010, 2011 Q'vive, LLC Eric van der Meulen, PMP All rights reserved qvive.biz info@qvive.biz "PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.PTG12114

The Project Charter can take on many forms.

Commonly used in a New Product Development or Stage-Gate environment is the project 4-block. See the example below with typical terminology. The 4-block is a communication tool that is used between Project Team and Senior Management. Financial justification is usually obtained through separate spreadsheet calculations, which depend on the practices of the performing organization.

The use of common format and terminology promotes efficient and focused project reviews.

Although the terms have distinct definitions, there can be some apparent overlap, which is inevitable. In these cases, go with the spirit, not the letter. For instance, there are fine lines between Purpose, Objective, Scope, Deliverable, and Requirement.

The process of obtaining clarity is a very important activity. During project initiation the 4-block is a powerful tool to build consensus among Stakeholders as well the Project Team, especially when defining what is Out Of Scope.

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DefinedDefinedTMTMDefinedDefinedTMTMTMTMThe ultimate PMP

Whos Who.

Project Manager typically in matrix or projectized organization

The person ultimately responsible for the outcome of the project

Authorized to spend Budget and assign Project Resources to realize project goals

Authorized to make decisions for the project

Ultimate owner of project related problems

Balances Stakeholder interests

Balances Constraints

Project Coordinator in weak matrix or functional organization

Weaker than Project Manager

Some authority to assign Project Resources

Not authorized to spend funds or make overall project decisions

Project Expeditor staff assistant, typically in functional organization

Weakest of Project Management roles with little or no formal authority

Reports on project progress

No authority over Project Resources or funds

Project Team Member

Assists in creating WBS and Schedule

Executes project activities

Creates Deliverables

Tracks and reports status

Project (Management) Office or PMO

Department that controls all projects in an organization

Defines standards, best practices

Audits projects for conformance

Supports Project Managers with:

Methodologies

Tools

Training

Project Sponsor

Responsible for funding the project

Sometimes called Project Champion

Typically a Senior Manager (see Senior Management)

Typically internal to the company, while Customer is external, however:

Can be internal or external to the performing organization

May or may not be the Customer

Can help resolve dispute between performing organization and Customer

Stakeholder

Anyone that has an effect on, or is affected by the project

Individual who is involved in the project (PM, PM Team Member, Project Team Member)

Person being impactedpositively or negativelyas a result of the project, incl. Customer

Person exerting influence over the project, its Constraints , and results

Senior Management

Higher in the organization than the Project Manager

Prioritizes projects in line with company strategy and goals

Authorizes Project Manager, ensures access to Project Resources

Can help resolve organizational conflicts and issues

Functional Manager

Department Manager who owns Project Resources

Human resource management responsibilities for employees

Program Manager

Responsible for programs

Coordinates multiple related projects to achieve a common goal

Manages at a higher level than the Project Manager

2011 Q'vive, LLC Eric van der Meulen, PMP All rights reserved qvive.biz info@qvive.biz "PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.PRD12111

The Communications Management Knowledge Area is focused on the people outside the project, i.e., Sponsor, Stakeholders, Customer, Senior Management, Functional Managers, Program Manager.

In the Human Resource Management Knowledge Area, the Project Manager or Project Coordinator is focused on the Project Resources, the people inside the project, i.e., Project Management Team (PM Team), and Project Team.

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