PMP Ch1 – 20 (Mar 16) Ch2 – 26 (Mar 16) Ch3 – 27 (Mar 16) Ch 4 – 72 (Mar 27) Ch 5 – 73 Ch6 – 90 Ch7 – 67 Ch8 – 53 Ch9 – 46 Ch10 – 47 Ch11 – 61 Ch12

– 52 Ch13 – 15 Ch14 - 16 Ch15 – 23 Total – 688/15 = 46 Chapter 1: Introduction Problems in project management: 1. 2. 3. 4. 5. Missing deadlines Budgets overflows Change Management Defect Prevention Task mis-sequencing

Four Areas of Responsibility: 1. 2. 3. 4. Requirements identification Establish objectives that can be achieved Balance scope, time and costs Satisfy everyone’s needs (Communication)

Five process groups for a total of Forty Four processes: 1. Initiating - This process group includes processes to create and define a really preliminary version of your project’s scope 2. Planning – This is where you plan for how you’ll manage all aspects of the project including scope, risk, time, cost, quality and a few more 3. Executing – Here’s where all the work gets done. All of the stuff that’s produced in the executing process group is monitored in the next group. 4. Monitoring and Controlling - Looking at the outputs from the executing process group and comparing them to the plan constantly helps you make decisions about what to do to stay

She may work on projects. he borrows them from the departments PMs spend half their time doing admin tasks PMs don’t set the budget Projectized Organisation PMs have all the authority . they need to clear them with functional managers Teams don’t report directly to the PM.Once the work is done. Kate’s not responsible for the success or failure of her project. Project coordinators are like expeditors except that they report to high-level managers and have some decision-making ability. external HR etc. Integration – Keeping everybody working toward the same goal and dealing with change 8. Nine knowledge areas across all process groups that span all of the information you’ll need to keep up with to manage your project: 1. Types of organisations: Functional Organisation PMs don’t have authority to make major decisions. The recommendations that come from comparing work to your plan and make adjustments as needed. You should also make sure that the team you are using gets released so they can work on other projects. but she’s certainly not managing anything. Closing . 5.Job is to document what’s happening on a project. Quality – Making sure that you build the right product and that you do it as efficiently as possible 3. Cost – Budgeting your project and tracking the money you are spending 9. External vendors. processes and projects Project expeditor . Human Resources – Getting the people who will do the work and keeping them motivated Chapter 2: Organizations. Time – Estimating the time it will take to complete your project and making sure you meet the deadlines you set 7. you need to fill out all of the required paperwork so that your company will have records of what you did. Communication – Figuring out who should talk to whom to keep everybody in the loop on your project 6. but doesn’t have the authority to make decisions on it.on track. She just keeps everybody informed of its progress. Both exist in weak matrix organisation. Risk – Planning for things that could happen (positive or negative) and dealing with them when they do 2. 5. Scope – Defining the tasks that will (and won’t) be done on the project 4. Procurement – Defining contracts and choosing a contractor to do work on your project.

- Teams are organised around projects Team reports to the PM PM chooses the members and release them when the project is done PMs estimate and track budget and schedule Matrix Organisation (Three types . deliverables. scope and cost. While you do your best to plan for everything that will happen. but not schedule or cost? Can I go ahead and make it? o Whenever you are making a change that affects the triple constraint. your sponsor. time or scope change will affect quality too. you need to be sure that the change is acceptable to your stakeholders. The outputs help your project come in on time. you know that you will keep learning more about your project as you go. and decisions. and anybody else who is affected by the change. A project is NOT: An ongoing process Always strategic or critical Always successful Every project is affected by the triple constraint of time. and they would rather delay the project than sacrifice the product’s quality. Sometimes a change that affects the quality of your product is completely unacceptable to your stakeholders. o A lot of project management is about evaluating what a change is going to do to your triple constraint and using that impact analysis to help stakeholders make choices about what to do when changes come up. . also called the iron triangle.  What if I know that a change will impact just scope.Weak. Any cost. The term applies to your team. You’ll need to know how every change affects all three constraints. When you start. Chapter 3: The Process Framework Anatomy of a process: It takes the inputs—information you use in your project—and turns them into outputs: documents. your customer. Balanced and Strong) Share responsibility between the functional managers and project managers What is a Project? A project is temporary – has a start and a finish – never an ongoing process A project is creating a unique result that is measurable. They’re the people who will be impacted by your project. you have goals and a plan but there is always new information to deal with as your project goes on and you are always having to make decisions to keep it on track. A project is progressively elaborated – one learns more and more about a project as it goes on.

Think of the process groups as being about the actions you take on your project. The knowledge areas help you organize by the subject matter you’re dealing with. it’s in Monitoring & Controlling. o And if you’re finishing stuff off after you’ve delivered the product. that’s Closing. and fix them too. it’s in Planning. They plan for what’s going to happen on the project. That day-to-day work is what the Integration Management processes are all about. o If the process is about defining high-level goals of the project.That’s the document that authorizes you to do your work. It spans all of the knowledge areas. dealing with changes along the way Once finished. and with high quality. and the knowledge areas as the things you need to understand. it’s in Initiating. You get assigned to a project Then you plan out the work that will get done Then you endure the work is done properly. Integration. And sometimes the plan itself turns out to be inadequate! Project managers look for those kinds of problems. o If you are actually doing the work. The best way to figure out which group a process belongs to is to remember what that process does. A big part of the job is watching closely to make sure the plan is followed. Repeat . Develop preliminary scope statement – This is a document that lays out all of the goals of the project. it’s in Executing. o If it’s about planning the work. Human Resources and Communication. o If you’re tracking the work and finding problems. you’ll come up with a more detailed project scope. each of the processes belongs to only one process group. 4.Nine Knowledge Areas: Risk. Quality. Procurement. When you learn more details. Develop Project Management Plan – Guides everything that happens on the project. 3. Chapter 4: Project Integration Project managers make projects run well. and when things go wrong they make sure they’re fixed. tools and techniques that are used to do the work. 2. The process groups help you organize the processes by the kind of work you do. Cost. .within budget. Develop project charter . 1. Time. 2. 3. you closed out the project Integration Management processes: 1. and outputs. Scope. Also tells you how to handle changes when they come up. You create it before you’ve started to plan the project—that’s why it’s preliminary. Every single process has inputs.  Can a process be part of more than one process group? o No.

Make sure everyone is doing what they are supposed to be doing and you create the right product that meets the needs of the stakeholders. Develop preliminary scope statement I. Also update the Project Management Plan. b. Develop project charter Information about the company + Customer needs = Project Charter Inputs: a. how we do business. Project selection methods Project Management Information Systems (PMIS) – Microsoft Project PMBOK Guide / Project Management Methodology Expert Judgement (Outside experts brought on the project) Contents: 1.4. 3. Enterprise Environmental Factors (work culture. Integrated Change Control – Once problems are caught. work authorization system) b. 7. e.) Tools used: a. 5. Monitor and Control – Catch problems as early as possible. Close Project – Document everything including the lessons learnt. Organisational Process Assets (how we run our projects. Develop project charter 2. Initiating process group 1. this is where you figure out how to fix them. Be proactive and anticipate potential changes. previous lessons learnt etc. c. d. 2. Statement of Work (List of Deliverables) d. Direct and manage Project Execution – Time to do the work.g. 6. 5. 6. 4. Contract (if applicable) c. Project Description (purpose) Project requirements – what needs to be built / produced Assigned PM and authority level Summary Milestone Schedule External assumptions and constraints Business Case – why are we doing this project – benefits to us Project Selection Methods .

12. involve complex mathematical formulae to predict the project success II. c. PMIS b.less common. Inputs: a. 10. 9. Expert Judgement Contents: 1. Develop Project Management Plan (Planning Process Group) Inputs: a. b. 3. c. Benefit measurement models – compare project based on benefits to the company – scoring project on costs. b. Focus on the major details.a. 5. EEF OPA Statement of Work (Lists all the deliverables) PMBOK Guide . 11. d. Project and product objectives Product or service requirements and characteristics Product acceptance criteria Project boundaries Project deliverables Project constraints and assumptions Initial project organization Initial defined risks Schedule milestones Order of magnitude cost estimate Project configuration management requirements Approval requirements III. 7. goodwill b. PMBOK Guide / Project Management Methodology c. Project Charter EEF OPA Statement of Work Tools used: a. risks. 6. 4. 2. Preliminary Scope Statement This time we would talk to the customer and find out what they want. d. We won’t make any assumptions. Mathematical Models – also called constrained optimisation . 8.

Project Management Plan Approved Change request Defect Repair Preventative Corrective Action Tools used: a. Inputs: a. budget. Scope Management Time Management Cost Management Quality Management HR Management Communications Management Risk Management Procurement IV. Deliverables .g. plan. 7. PMBOK Guide / Project Management Methodology c. Expert Judgement Contents: Project Management Plan is a collection of other subsidiary plans. means anything that your project delivers. PMIS b. 2. PMIS b.Tools used: a. 6. . 4. 2. The cable repair technicians takes an average of four hours per job. e. 8. 1. The deliverables for your project include all of the products or services that you and your team are performing for the client. E. 5. c. They also include every single document. b. Follow the plan. The construction crew worked 46 hours of overtime in March. customer. schedule. The project management plan is all about planning for problems. 3. or sponsor. and having the information you need to correct those problems when they occur. PMBOK Guide / Project Management Methodology Output: 1. Direct and Manage Execution (Executing process group) Time for action. Work performance information (tracking reports) – how well the process areas from each knowledge area are being performed.

Output: 1.3. 3. 4. d.. rather than what you actually produce. including all of the project management documents that you put together. blueprint. b. 6. once they’re approved. c. 4. Monitor and Control Project Work (Monitor and Control process group) While monitoring. Work performance information c. the result is an implemented defect repair. Requested changes Recommended Defect Repair Recommended Preventative & Recommended Corrective Actions PMIS PMBOK Guide / Project Management Methodology Expert Judgement Earned Value Management VI. repairs. 2. if there are any change requests. V. 5.. . Project Management Plan b. and anything else that gets made along the way. Inputs: a. Rejected change requests Tools used: a. Integrated Change Control (Monitor and Control process group) Make only the changes that are right for the project. they become process inputs. Corrective actions deal with how you work. and corrective action. Implemented change request Defect Repair Preventative Corrective Action Dealing with defects & changes: The Direct and Manage Execution process has a bunch of inputs and outputs—but most of them have to do with implementing changes. those need to be approved by the Change Control Board (CCB). Once the defect is repaired. this is where it happens. If there’s a defect repair that’s been approved. The same is true for changes and corrective actions. A defect relates to a problem with your work product-what your project produces. and then they can be implemented and become process outputs.

Close Project process (Closing process group) Make only the changes that are right for the project. A change control system is the set of procedures that let you make those changes in an organized way. 7. schedule etc. Approved & Rejected change requests Approved and Validated Defect Repair Approved Preventative & Approved Corrective Actions After this. The first thing you do with any change is to consult the proper management plan (Cost. c. Change control system: 1. d. PMIS b. Deliverables Tools used: a. Seek approval of CCB 4. Change control is how you deal with changes to your project management plan. Inputs: a. 6. Expert Judgement Output: 5. b. Project Management Plan b.Inputs: a. e. Create change request 3. 8.) 2. Update Project Management Plan using PMIS / configuration management tool VII. Project Management Plan OPA EEF Work Performance Information Deliverables Contract Tools used: . f. PMBOK Guide / Project Management Methodology c. we go back to Direct and manage project execution and put the approved changes in place.

Scope creep means uncontrolled changes that cause the team to do extra work. 1. not deciding what goes into it and what stays out. Chapter 5: Scope Management Confused about exactly what you should be working on? Once you have a good idea of what needs to be done. components. Figure out what the team is going to do before they start Product scope means the features and functions of the product or service that you and your team are building. 3.a. PMIS b. Project scope is all of the work that needs to be done to make the product. Plan ahead and avoid late breaking changes 3. PMBOK Guide / Project Management Methodology c. Scope management is NOT concerned with product scope! Your job is about how the product is built. I need to look at every single process and figure out how it’s integrated into my project. you need to track your scope as the project work is happening. Start planning sooner. THIS is what the project manager is concerned with… the work the team has to do. There are tools that help your project team set its goals and keep everybody on track. pieces. So that’s what “Integration Management” means. Product scope is all about the final product – its features. Project closure documents Project files Historical information / Lessons Learnt Formal acceptance documentation I get it! When I’m putting together my project management plan. . 4. Expert Judgement Output: (Update OPA) 1. 2. Keep the team from doing unnecessary work – nail the scope before you start working 2.

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