Professional Documents
Culture Documents
Project Management Professional (PMP®) Exam PMBOK® Guide - Fifth Edition Aligned
Project Management Professional (PMP®) Exam PMBOK® Guide - Fifth Edition Aligned
Knowledge Area
Integration Copyrights
Scope
PMP: PMP and the PMP logo are
Time
certification marks of the Project Management
Institute which are registered in the United
Cost States and other nations
Quality
PMBOK: PMBOK is a trademark of the
Project Management Institute, Inc. which is
HR registered in the United States and other
nations
Communications
Note: The PMBOK is the primary source for
Risk this slide deck. When other sources are
references, citations are provided.
Procurement
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Knowledge Area
Introductions &
Integration
Course Expectations
Scope
Personal Background
Time Name
Cost
Organization, Title
Formal Education
Quality
Project Management Experience
HR
Expectations for this course
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 3
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Course Syllabus
Knowledge Area
Knowledge Area
Knowledge Area
Student Presentations: Assignments
Integration
Integration Management Human Resource
Scope Instructor assigned Management
Chapter 4 Instructor assigned
Chapter 9
Time Scope Management
Communications
Instructor assigned Management
Cost Chapter 5
Instructor assigned
Time Management Chapter 10
Quality Instructor assigned Risk Management
Chapter 6 Instructor assigned
Cost Management Chapter 11
HR Procurement Management
Instructor assigned
Chapter 7 Instructor assigned
Communications Chapter 12
Quality Management
Instructor assigned
Stakeholder Management
Risk Chapter 8
Instructor assigned
Chapter 13
Ethics & Prof Responsibility
Procurement Instructor assigned
Chapter 14
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 7
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Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 8
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 9
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Knowledge Area
Integration
Study Time Commitment (PMPath)
Source: Dr. Robert Amason, PMP
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 10
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Study Groups
Knowledge Area
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 12
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 13
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Time
Cost
Quality
HR
Communications
Risk
Procurement
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Knowledge Area
Time
Thomson Prometric Test Center U of L Belknap Campus
Cost
7400 New La Grange Road, Suite #110 106 East Brandeis
Louisville, KY 40222 Louisville, KY 40208
Quality
Phone: (502) 423-0478 Phone: (502) 852-6607
HR Site Code: 1101 Site Code: 1102
Communications
Risk
Procurement
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Knowledge Area
HR
Communications
Risk
Procurement
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Knowledge Area
Communications
Risk
Procurement
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Knowledge Area
HR
Communications
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PMI-ism Break
Knowledge Area
Knowledge Area
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Knowledge Area
Integration Definitions
Scope
Project Management: The application of
Time
management methods (knowledge, skills,
tools, techniques) to project activities
Cost (planning, scheduling and controlling) to
deliver the product of the project
Quality
Project Management provides process or
HR task focus; it provides specifics of who, what,
when, and how
Communications
Risk
Procurement
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Knowledge Area
Procurement
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Knowledge Area
Communications Project
Planning
Project
Risk Execution
(Charter,
WBS, etc)
Procurement
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Knowledge Area
HR
Communications
Risk
Procurement
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Knowledge Area
Program vs Project: Important
Integration
Differentiators
Scope
Time
Program Project
Procurement
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Knowledge Area
Program vs Multi-Project: Important
Integration Differentiators
Scope
Program Multi-project
Time Management of a group of Manage several projects
interrelated projects independently
Cost
Program level responsibility Fully accountable for each
Quality
and manages project individual project
managers for component
projects
HR
Optimize resources across Manage resources assigned to
Communications program tasks for projects
Manage multiple stakeholders; Focused on meeting needs for
Risk complex communications different project stakeholders
Procurement
Balanced time across program Balance between concurrent
related activities projects competing for time
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Knowledge Area
Time
Cost
Quality
HR
Communications
Risk
Procurement
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Knowledge Area
Integration
Scope
Risk
Procurement
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Knowledge Area
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Knowledge Area
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Knowledge Area
1.5 Project vs Operations
Integration
Management
Scope Operations
On-going activities
Time
Business process or operations management
Product life cycle vs project life cycle
Cost
Intersection points (product enhancements, new product
Quality
development, product close-out or disposal, etc)
Similarities
HR Performed by people
Limited by constraints
Communications Planned, executed, monitored & controlled
Achieve organizational goals & contributes to strategic
Risk plans
Procurement
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Organizational Influences and Project Life
Cycle
Knowledge Area
Quality
Formal or informal
Updated throughout the project
HR
Responsibility primarily rests with project team
Communications members
Categories
Risk
Processes & procedures
Procurement Corporate knowledge base
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Knowledge Area
2.1.5 Enterprise Environmental
Integration
Factors
Scope Internal & external factors that influence a projects
success
Time
Not under the project teams control
Cost Negative or positive
Inputs to most processes
Quality Such as
Organizational culture, structure, processes
HR
Industry standards
Communications
Existing human resources (capabilities)
Personnel administration (staffing, performance reviews)
Risk Work authorization systems
The PMIS
Procurement
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Knowledge Area
Quality
Grouping and naming stakeholders is the
HR primary aid to identifying who views
themselves as stakeholders
Communications
Risk
Procurement
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Knowledge Area
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Knowledge Area
Integration
2.4 Project Lifecycle
Scope
Generally defines
Time
What
When
Cost Who
How
Quality
Common Characteristics
HR Cost & staffing requirements start low and peak
during implementation (intermediate phases)
Communications
Level of uncertainty is highest at the beginning
Risk Ability to influence product characteristics is
highest at the beginning
Procurement
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Lets Dig Into PMBOK Figure 2-8
Knowledge Area
Communications
Deliverable = measurable, verifiable
product or service
Risk
One-size-does-not-fit-all
Procurement
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Knowledge Area
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Project Management Processes
Knowledge Area
Integration
Project Management Processes Groups
Scope
Initiating Planning
Time Process Process
Cost
Quality
Controlling Executing
HR
Process Process
Communications
Risk Closing
Process
Procurement
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Knowledge Area
Quality
HR
Communications
Risk
Procurement
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Knowledge Area
Chapters 1 - 3
Knowledge Area
Integration
Integration Project Interfaces
Scope Interface Management is critical during execution
Interfaces:
Time
Product
Cost Infrastructure
Resources
Quality People interfaces (cross organization)
System interfaces (organization, information)
HR Goal of project integration: coordinate people,
product, infrastructure, system (organization,
Communications
information) together toward accomplishing the project
goals.
Risk
Procurement
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Knowledge Area
Integration
Integration 4.1 Develop Project Charter
Scope
Document that formally authorizes the
Time project & provides PM authority to
allocate resources
Cost
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Knowledge Area
Integration
Integration Constraints & Assumptions
Scope
Constraint a restriction that well affect
Time the performance of the project
Assumptions factors, that for planning
Cost
purposes, are considered to be true,
Quality real, or certain
HR
Assumptions affect all aspects of the
project planning, and are part of the
Communications progressive elaboration of the project
Risk
Procurement
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Knowledge Area
Integration
Integration 4.1 Develop Project Charter
Scope
4.1.2 Tools & Techniques
Time .1 Expert Judgment
Cost
Quality
HR
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Knowledge Area
Integration
Integration Reasons to Authorize a Project
Scope
Market Demand
Time Business Need
Cost Customer Request
Quality Technological Advance
HR
Legal Requirement
Social Need
Communications
Risk
Procurement
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Knowledge Area
Integration
Integration Models
Scope
Non-numeric Numeric
Time
Sacred Cow Payback Period
Operating Necessity Average Rate of
Cost Competitive Return
Necessity What about TVM?
Quality
Product Line DCF or IRR (NPV)
Extension
HR
Comparative Benefit
Communications
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Integration
Integration Models
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
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NPV Exercise
Knowledge Area
Integration
Integration 4.1 Develop Project Charter
Scope
4.1.3 Outputs (Figure 4-3)
Time .1 Project Charter
Project purpose of justification
Cost Objectives (SMART)
High level
Quality Requirements
Project description
HR
Risks
Summary milestone schedule
Communications
Summary budget
Risk Approval requirements
Assign PM (responsibility and authority)
Procurement Charter approval (sponsor)
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Knowledge Area
4.2 Develop Project Management
Integration
Integration
Plan
Scope
The PM Plan documents the collection of outputs
Time
from each of the processes in the Planning
process group
Cost
Procurement
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Knowledge Area
4.2 Develop Project Management
Integration
Integration
Plan
Scope
4.2.2 Tools & Techniques
Time
.1 Expert Judgment
.2 Facilitation Techniques
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 64
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Knowledge Area
4.2 Develop Project Management
Integration
Integration
Plan
Scope
4.2.3 Outputs (Figure 4-5)
Time .1 PM Plan
Integrates and consolidates all of the subsidiary
Cost
management plans and baselines from planning
processes
Quality
HR
Communications
Risk
Procurement
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Knowledge Area
4.3 Direct & Manage Project
Integration
Integration
Execution
Scope
4.3.1 Inputs
Time .1 PM Plan
Cost
.2 Approved Change Requests
.3 Enterprise Environmental Factors
Quality
.4 Organizational Process Assets
HR
Communications
Risk
Procurement
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Knowledge Area
Communications
Defect repair
Documented identification and
Risk recommendation to repair or replace
Procurement
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Knowledge Area
4.3 Direct & Manage Project
Integration
Integration
Execution
Scope
4.3.2 Tools & Techniques
Time .1 Expert Judgment
Cost
.2 PMIS
.3 Meetings
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 68
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Knowledge Area
Integration
Integration Work Authorization System
Scope Authorizes work to begin
Commits resources (people, funds, etc.) to the work
Time
Starts the clock on that portion of the plan and
schedule
Cost
Large projects
Quality
Formal written system
Frequently, organizational form to prepare
HR
Small projects
Communications
Verbal, email, etc.
Risk
Still a formal system and emphasis is needed to
retain control of the work
Procurement
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Knowledge Area
4.3 Direct & Manage Project
Integration
Integration
Execution
Scope
4.3.3 Outputs (Figure 4-7)
Time .1 Deliverables
Cost
Uniqueverifiable product, result,
capability
Quality .2 Work Performance Data
HR .3 Change Requests
.4 Project Management Plan Updates
Communications
.5 Project Document Updates
Risk
Procurement
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Knowledge Area
Integration
Integration PM Plan Updates
Scope
Requirements Management Plan
Time Schedule Management Plan
Cost Management Plan
Cost
Quality Management Plan
Quality
Human Resource Plan
HR Communications Management Plan
Risk Management Plan
Communications
Procurement Management Plan
Risk
Project Baselines
Procurement
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Knowledge Area
Integration
Integration Product Document Updates
Scope
Requirements Documents
Time Project Logs
Cost Issues log
Assumptions
Quality
Risk Register (log)
HR
Stakeholder Register
Communications
Risk
Procurement
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Monitoring Controlling Closing
Knowledge Area
Integration
Integration 4.4 Monitor & Control Project Work
Scope
Track, review, regulate
Time
Knowledge Area
Integration
Integration 4.4 Monitor & Control Project Work
Scope
4.4.2 Tools & Techniques
Time .1 Expert Judgment
Cost
.2 Analytical Techniques
.3 PMIS
Quality
.4 Meetings
HR
Communications
Risk
Procurement
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Monitoring Controlling Closing
Knowledge Area
Integration
Integration Track Key Data
Scope Cost Performance
Time
Schedule Performance
Quality
Cost Conformance to requirements and specifications
(product quality)
Quality Quality of project reporting and tracking, too (project
quality)
HR
Plan performance -- maintain the project plan
Communications Resource utilization -- compare to schedule
and costs
Risk
Team performance (group and individual)
Procurement Risk triggers
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Monitoring Controlling Closing
Knowledge Area
Integration
Integration 4.4 Monitor & Control Project Work
Scope
4.4.3 Outputs (Figure 4-9)
Time .1 Change Requests
Cost
.2 Work Performance Reports
.3 Project Management Plan Updates
Quality
.4 Project Document Updates
HR
Communications
Risk
Procurement
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Monitoring Controlling Closing
Knowledge Area
Change Control
Integration
Integration
Outcomes
Scope
Identify and influence factors that create
Time
change
e.g., add-on requirement during execution phase of
Cost project
Drives scope change
Quality Cost
Schedule
HR
Recognize when a change has occurred
Communications
Taking action to reflect the change in the plan
Risk Identifying changes in performance baselines
Procurement
Manage actual changes when they occur
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Monitoring Controlling Closing
Knowledge Area
Integration
Integration Integrated Change Control
Scope
Key activity in Execution Phase
Time Retain control of revisions
Scope: Schedule, Cost, Staffing
Cost
Requirements and specifications: Quality
Quality Important to keep performance baselines
intact
HR
(baselines = the plan)
Communications
Not necessary to ban changesjust identify,
Risk control (and manage) them
Identify & Influence, Recognize, Manage
Procurement
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Integration
Integration
4.5 Perform Integrated Change Control
Scope
4.5.1 Inputs
Time .1 PM Plan
.2 Work Performance Reports
Cost
.3 Change Requests
Quality .4 Enterprise Environmental Factors
.5 Organizational Process Assets
HR
Communications
Risk
Procurement
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Monitoring Controlling Closing
Knowledge Area
Integration
Integration Configuration Management
Scope
Three main objectives:
Time Establish processes to identify, request,
and assess value of changes
Cost
Continuously validate and improve through
Quality considering impact of changes
HR
Processes used to communicate changes
to stakeholders
Communications
Risk
Procurement
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Integration
Integration
4.5 Perform Integrated Change Control
Scope
4.5.2 Tools & Techniques
Time .1 Expert Judgment
Cost
.2 Meetings
.2 Change Control Tools
Quality
HR
Communications
Risk
Procurement
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Monitoring Controlling Closing
Knowledge Area
Integration
Integration
4.5 Perform Integrated Change Control
Scope
4.5.3 Outputs (Figure 4-11)
Time .1 Approved Change Requests
Cost
.2 Change Log
.3 Project Management Plan Updates
Quality
.4 Project Document Updates
HR
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Closing
Knowledge Area
Integration
Integration 4.6 Close Project or Phase
Scope
4.6.1 Inputs
Time .1 PM Plan
Cost
.2 Accepted Deliverables
.3 Organizational Process Assets
Quality
HR
Communications
Risk
Procurement
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Closing
Knowledge Area
Integration
Integration Impact of Termination
Scope
Project transfer
Time Ongoing operations
Cost Project personnel
Quality Equipment/material assets
HR
Future projects
PM
Communications
Risk
Procurement
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Closing
Knowledge Area
Integration
Integration Termination by...
Scope Extinction
Successful or not
Time
Deliverable is external to or not a fundamental
Cost function of the parent organization
Addition
Quality Institutionalized
New Division
HR
Integration
Communications Most Common
Project assets redistributed
Risk
Starvation
Procurement Budget decrement
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Closing
Knowledge Area
Integration
Integration 4.6 Close Project or Phase
Scope
4.6.2 Tools & Techniques
Time .1 Expert Judgment
Cost
.2 Analytical Techniques
.3 Meetings
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 86
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Closing
Knowledge Area
Integration
Integration 4.6 Close Project or Phase
Scope
4.6.3 Outputs (Figure 4-13)
Time .1 Final Product, Service, or Result Transition
Cost
.2 Organizational Process Asset Updates
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 87
Distribution 2014, Innovative Management Solutions, LLC
PMI-ism Break
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 91
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 93
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 94
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 96
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 97
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 98
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Requirement Stability
Limited executive
Scope
Scope involvement:
requirements
Number of changes
Time
never stabilize
Cost
Quality
Focused, early
agreement =
HR requirement stability!
Time
Communications
Risk
Source: Tuttle, Q.C., Implementing Concurrent Project Management, Prentice Hall, 1994
Procurement Moral: Agree upon requirements early
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Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 100
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Planning Executing Monitoring & Controlling Closing
Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 101
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 102
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 103
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Planning Executing Monitoring & Controlling Closing
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Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 104
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Planning Executing Monitoring & Controlling Closing
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Procurement
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 106
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Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 107
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 108
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 109
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 110
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
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Risk
Procurement
Source: Practice Standards for Work Breakdown Structures. (2001). PMI.
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Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 112
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Procurement
Source: Practice Standards for Work Breakdown Structures. (2001). PMI.
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 113
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Planning Executing Monitoring & Controlling Closing
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Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 114
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 115
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Knowledge Area
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 117
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 118
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Risk
Note this is in the Monitoring and Control
Procurement Process Group
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 119
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 120
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
HR
Communications
Risk
Procurement
Source: Lewis, J. (2001). Project Planning, Scheduling, and Control. 3rd ed.
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 121
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 122
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 123
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Monitoring Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 124
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Scope Change
Integration
Control
Scope
Scope
Concerned with three things:
Time influencing factors that create scope
changes to ensure changes are agreed
Cost upon,
determining that a scope change has
Quality
occurred
HR managing actual changes when and if they
occur.
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 125
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PMI-ism Break
Knowledge Area
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 129
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Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 130
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 131
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 132
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Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 133
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 134
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Planning Executing Monitoring & Controlling Closing
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Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 135
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Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 136
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 137
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Network Diagram
Integration
Facts
Scope
All have beginning point and an end point
Time
Time Represent predecessor relationships
Complex relationships can be represented in AON
Cost F-S, S-S, S-F, F-F
All activities have predecessors
Quality
Exception: first task of network has no predecessor
HR No hangers
Every task has a successor
Communications
Exception: last task has no successor
Risk No loops
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 138
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Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 139
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 140
Distribution 2014, Innovative Management Solutions, LLC
Network Flow Diagram Exercise
Knowledge Area
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 142
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Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 143
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 145
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Planning Executing Monitoring & Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 146
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Process Group Initiating Planning
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Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 147
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Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 148
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
Activity duration estimates should always
HR include some indication of range of
Communications possible results (e.g.: +/- time, or %
probability)
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 149
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
SD = P O
Cost 6
2
PO
Quality Variance = ( 6 )
tO + tM + tP
HR Triangular distribution: tE = 3
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 150
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Knowledge Area
Time
Time
Cost
q=99.7%
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 151
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Pert Exercise
If P = 24, ML = 12, O = 6
Variance: 32 = 9
Student Copy Not for Reproduction or Distribution
Path Standard Deviation and
Variances
Standard
Variance
Optimistic Most Likely Pessimistic Triangulation PERT Weighted Average Deviation
SD Squared
(P - O)/6
Activity A 12 15 24 17 16 2 4
Activity B 6 8 12 8.67 8.33 1 1
Activity C 15 22 33 23.33 22.67 3 9
Activity D 8 11 20 13 12 2 4
56 62 59 18
Knowledge Area
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 155
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
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Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 156
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 157
Distribution 2014, Innovative Management Solutions, LLC
Gantt Chart Diagram Exercise
Knowledge Area
Project Crashing
Integration
17
12 days
Scope
Activity
Activity
Predecessors Foundation
Foundation
Prep
Prep Successors
Time
Time
Cost
Cost implications
Quality
Resource implications
HR Advantages?
Communications Disadvantages?
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 159
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Planning Executing Monitoring & Controlling Closing
Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 160
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Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 161
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 162
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 163
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 164
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 165
Distribution 2014, Innovative Management Solutions, LLC
PMI-ism Break
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 169
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 170
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 171
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 172
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 173
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Cost
Cost
7.2.1 Inputs
Quality .1 Cost Management Plan
.2 HR Management Plan
HR
.3 Scope Baseline
Communications .4 Project Schedule
.5 Risk Register
Risk
.6 Enterprise Environmental Factors
Procurement
.7 Organizational Process Assets
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 174
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Planning Executing Monitoring & Controlling Closing
Knowledge Area
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 175
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Cost Estimation
Integration
Techniques
Scope
Analogous (Top Down)
Time
Actual cost of similar project
Less costly, less accurate
Cost
Cost
Bottom Up estimating
Quality
Estimating individual work items and summing
More Accurate, time consuming
HR General approach used by software tools
Communications
Parametric
Using known rates and quantities
Risk Accurate
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 176
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Communications
Risk
Procurement
Source: Schwalbe, K. (2001). Information Technology Project Management. 2nd ed.
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 177
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
SD = P O
Cost
Cost 6
2
PO
Quality Variance = ( 6 )
cO + cM + cP
HR Triangular distribution: cE = 3
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 178
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 179
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Cost
Cost 7.3.1 Inputs
.1 Cost Management Plan
Quality .2 Scope Baseline
.3 Activity Cost Estimates
HR .4 Basis of Estimates
.5 Project Schedule
Communications
.6 Resource Calendars
Risk
.7 Risk Register
.8 Agreements
Procurement .0 Organizational Process Assets
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 180
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Planning Executing Monitoring & Controlling Closing
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 181
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration Reserves
Scope
Contingency Reserves
Time
Can be partially planned for
Known-unknowns
Cost
Cost e.g., known rate of personnel turnover
Quality
Management Reserves
Unpredictable
HR Unknown-unknowns
Communications
Not a part of the baseline, but included in the
project budget (which means not a part of
Risk EVA)
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 182
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Planning Executing Monitoring & Controlling Closing
Knowledge Area
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 183
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 184
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Budget Estimate Question
Knowledge Area
Cost
Cost
7.4.1 Inputs
.1 PM Plan
Quality
.2 Project Funding Requirements
HR .3 Work Performance Data
.4 Organizational Process Assets
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 186
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 187
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Earned Value
Integration
Management (EVM)
Scope
Budgeted Cost of Work Performed (EV):
Time
Earned Value
Amount budgeted for the work as of a date
Cost
Cost
Actual Cost of Work Performed (AC):
Quality Actual Costs for the work as of a date
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 188
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Variance
Integration
(Earned Value)
Scope
Cost Variance (CV) = EV - AC
Time
Negative indicates over budget
CPI: Represent as a % by EV/AC
Cost
Cost
Schedule Variance (SV) = EV - PV
Quality
Negative indicates behind schedule
SPI: Represent as a % by EV/PV
HR
Budget at Completion (BAC = Baseline or
Communications
revised budget)
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 189
Distribution 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Cost/Schedule Performance Index
Integration (CPI/SPI)
Scope
Indicates Cost or Schedule Efficiency
Time for accomplished work.
Cost
Cost
> 1.0 - Ahead of Schedule
= 1.0 - On Schedule
Quality
< 1.0 - Behind Schedule
HR
Communications
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 190
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Knowledge Area
Quality
TCPI = (BAC EV)/(BAC AC)
HR
or
Communications
TCPI = Work Remaining / Funds Remaining
Risk
Procurement
Stakeholder Student Copy Not for Reproduction or Chuck Millhollan, MBA, MPM, PMP, PgMP 192
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
$70K 70K
Time
$60K
Cost
Cost
50K
$50K
ACWP 45
Quality
$40K 40K
BCWS
SV CV
HR $30K
$20K
20K
Communications BCWP 30
$10K
Risk
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Knowledge Area
IF :
Scope
Time
EV = $6000
Cost
Cost
PV = $7000
Quality
AC = $8000
HR
Communications
Find CV, SV, CPI, SPI
Risk
Procurement
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Budget Variance
Today
Knowledge Area
Risk
Procurement
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EVM Exercise
Knowledge Area
Integration Remember
Scope
Cost Management should consider
Time effect of decisions on the following
Cost
Cost
costs as related to the project
product/service
Quality
Using
HR Maintaining
Supporting
Communications
Risk
Procurement
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Project Quality Management
Knowledge Area
Communications
Risk
Procurement
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Knowledge Area
Quality
Quality Albrechts Theory of Service Relativity
V=R-E
HR
Determines net gain or loss
Communications
Risk
Procurement Source: Goetsch, D., and Davis, S. (2000). Quality Management: Introduction to Total Quality
Management for Production, Processing, and Services. 3rd ed.
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Knowledge Area
Communications
Risk
Procurement
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Knowledge Area
Time
Cost
Quality
Quality q=99.7%
HR
Communications
Risk
Procurement
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Time
Cost
Quality
HR
Communications
Risk
Procurement
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Knowledge Area
Procurement Source: Goetsch, D., and Davis, S. (2000). Quality Management: Introduction to Total Quality
Management for Production, Processing, and Services. 3rd ed.
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The Seven Basic Quality Tools
Knowledge Area
1. Cause-n-Effect Analysis
Integration
(Fishbone, Ishikawa)
Scope Visual tool used to logically organize possible causes
for a problem by graphically displaying them in
Time increasing detail
Helps to identify root causes and ensures common
Cost
understanding of the causes
Quality
Quality People Policies
Crowded Hallways
HR
Sign Limitations
No Directions Provided
Training
Hallway Layout
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Risk
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Integration 3. Checksheets
Scope
Tally sheet
Time Use for
Cost Gathering data
Organizing facts
Quality
Collecting attribute data during inspections
HR
Communications
Risk
Procurement
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HR
Communications
Risk
Procurement
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Knowledge Area
Integration 5. Histograms
Distribution of variables
Scope
Summarize data collected over a period of
Time
time
Cost Helps identify the cause from the shape &
width of the distribution.
Quality
Quality
Exam scores
HR
Communications
Risk
Procurement
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Knowledge Area
Cost
The closer the points...the more closely the
variables are related
Quality
Quality
HR
Communications
Risk
Procurement
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Knowledge Area
Cost
8.2.1 Inputs to Quality Assurance
Quality
Quality .1 Quality Management Plan
.2 Process Improvement Plan
HR
.3 Quality Metrics
Communications
.4 Quality Control Measurements
.5 Project Documents
Risk
Procurement
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Risk
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Knowledge Area
Quality
Quality Key benefits
Identify the causes of poor process or product
HR
quality and recommended and/or taking action
Communications to eliminate the causes
Validating that deliverables and work meet
Risk
requirements for final acceptance
Procurement
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HR
Communications
Risk
Procurement
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Knowledge Area
Knowledge Area
9.1 Plan Human Resource
Integration
Management
Scope
9.1.1 Inputs
Time
.1 Project Management Plan
.2 Activity Resource Requirements
Cost .2 Enterprise Environmental Factors
Organizational Working arrangements,
Quality
formal/informal relationships
HR Technical What disciplines and specialties are
required
Communications Interpersonal Formal/informal reporting
relationships, cultural impacts, language, etc
Risk .3 Organizational Process Assets
Procurement
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Knowledge Area
9.1 Plan Human Resource
Integration
Management
Scope
9.1.2 Tools & Techniques
Time
.1 Organizational Charts and Position Descriptions
OBS
Cost Resource Breakdown Structure (RBS) breaks
down the project by types of resources
Quality
Matrix-based RAM: e.g. RACI (Responsible,
HR
Accountable, Consult, Inform)
.2 Networking
Communications .3 Organizational Theory
.4 Expert Judgment
Risk
.5 Meetings
Procurement
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Organizational
Integration
Influences
Scope
Project-based organizations have
Time
management systems that help projects
Matrix (PM budget authority varieshighest in
Cost strong)
Projectized (PM has almost total authority)
Quality
Project management is more difficult in non-
HR project-based organizations
Functional
Communications
The maturity of an organization with respect to
Risk PM systems, culture, style, structure, and
PMO can influence project work
Procurement
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Knowledge Area
Departments VP VP VP
Finance Marketing Manufacturing
Functional
Managers
Manager Manager Manager Manager
Knowledge Area
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CEO
PM
PM
PM
Knowledge Area
Risk
Procurement
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CEO
Marketing
Manufacturing
Project B R&D
Manager Finance
Personnel
Knowledge Area
9.1 Plan Human Resource
Integration
Management
Scope
9.1.3 Outputs (Figure 9-3)
Time .1 Human Resource Management Plan
Cost
Roles & responsibilities
Project organizational chart
Quality
Staffing management plan
HR Staff release plan
Communications
Training needs
Recognition and rewards
Risk
Compliance (regulation, unions, etc.)
Procurement Safety
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Communications
Risk
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Knowledge Area
Communications
May need contract (third-party) help
Procurement Planning
Risk
Procurement
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Risk
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Responsibility Assignment
Matrix
3.1.1 Primary
Knowledge Area
HR 9.3.1 Inputs
.1 Human Resource Management Plan
Communications
.2 Project Staff Assignments
Risk .3 Resource Calendars
Procurement
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Knowledge Area
Integration Theory X
Scope
People inherently dislike work
Time People must be coerced or controlled to
Cost do work to achieve objectives
Quality
People prefer to be directed
HR
Communications
Risk
Procurement
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Knowledge Area
Integration Theory Y
Scope
People view work as being as natural
Time as play and rest
Cost People will exercise self-direction and -
control towards achieving objectives
Quality
they are committed to
HR
People learn to accept and seek
Communications responsibility
Risk
Procurement
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Maslows Hierarchy of Needs
Knowledge Area
Integration
Motivator vs Hygiene Factors Theory
Scope Motivator factors increase job satisfaction
Achievement
Time Recognition
Work itself
Cost Responsibility
Advancement
Quality
Growth
HR Hygiene factors are those whose absence can create
job dissatisfaction
Communications Supervision
Company policy
Risk Working conditions
Salary
Procurement Peer relationship
Security
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Knowledge Area
Blanchard & Hersheys Leadership
Integration
Behavior
Scope D4 Competent / Commitment
Experienced at the job, and comfortable with their own
Time ability to do it well
D3 Competent / Variable Commitment
Cost
Experienced and capable, but may lack the
confidence/motivation to go it alone
Quality
D2 Some Competence / Low Commitment
HR May have some relevant skills, but won't be able to do the
job without help
Communications D1 Low Competence / Low Commitment
Lacks the specific skills required for the job in hand & and
Risk lacks confidence/motivation
Procurement
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Knowledge Area
Knowledge Area
Integration
Team Building Ground Rules
Scope Start early - it takes time
Time
Dont stop - it takes effort
Get the right team and manage toward
Cost success
Best qualified members
Quality
People who want to be on the team
HR Get team agreement on all major points
Dont manipulate members, but do review and
Communications evaluate team success/effectiveness
Risk
Watch for symptoms of team breakdown
Plan and use a team building process
Procurement
Source: Verma, V. (1995). Managing the Project Team.
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Quality
HR
Communications
Risk
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Knowledge Area
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Risk
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Knowledge Area
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PMI-ism Break
Knowledge Area
Risk
Procurement
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Knowledge Area
10.1 Plan Communications
Integration
Management
Scope
The majority of Communications Planning should
Time
be completed in the early phases
Cost
10.1.1 Inputs
Quality .1 Project Management Plan
.2 Stakeholder Register
HR
.3 Enterprise Environmental Factors
Communications
Communications
.4 Organizational Process Assets
Risk
Procurement
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Knowledge Area
10.1 Plan Communications
Integration
Management
Scope
10.1.2 Tools & Techniques
Time .1 Communications Requirements Analysis
Cost
.2 Communications Technology
.3 Communications Models
Quality
.4 Communications Methods
HR .5 Meetings
Communications
Communications
Risk
Procurement
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Communications
Communications
# of Channels = (N2 N)/2
Risk
Procurement
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Time
Cost
Quality
HR
Communications
Communications
Risk
Procurement
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Knowledge Area
10.1 Plan Communications
Integration
Management
Scope
10.1.3 Outputs (Figure 10-3)
Time .1 Communications Management Plan
Cost
Describes how project communications will
be planned, structured, monitored and
Quality controlled
HR
.2 Project Documentation Updates
Communications
Communications
Risk
Procurement
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Communications
Communications
Risk
Procurement
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Knowledge Area
Communications
Communications Status where the project stands related to schedule &
budget
Risk
Progress what has been accomplished
Procurement Forecasting predict future status and progress
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Knowledge Area
HR
Communications
Communications
Risk
Procurement
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Knowledge Area
Risk
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PMI-ism Break
Knowledge Area
HR
Communications
Risk
Risk
Procurement
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Risk
Risk
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HR
Communications
Risk
Risk
Procurement
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Communications
Risk
Risk
Procurement
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Risk
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Project
Management
Integration
Information/
Scope Communi-
cations
Life Cycle and
Environment Variables
Expectations
Ideas, Directives,
Feasibility
Data Exchange Accuracy
Quality
Requirements Project Availability Human
Standards Productivity
Risk Resources
Contract/
Time
Procurement
Cost
Source: Wideman, R.M. (1992). Project and Program Risk Management: A Guide to
Managing Project Risks and Opportunities.
Student Copy Not for Reproduction or Distribution
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Knowledge Area
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Communications
Risk
Risk
Procurement
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Process Group Initiating Planning
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Knowledge Area
Integration
11.3 Perform Qualitative Risk Analysis
Scope
Methods for prioritizing risks, improving project
Time
performance, etcby focusing on high priority
risks
Cost
Procurement
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Knowledge Area
Integration
11.3 Perform Qualitative Risk Analysis
Scope
11.3.2 Tools & Techniques
Time .1 Risk Probability & Impact Assessment
Cost
.2 Probability & Impact Matrix
.3 Risk Data Quality Assessment
Quality
.4 Risk Categorization
HR .5 Risk Urgency Assessment
Communications
.6 Expert Judgment
Risk
Risk
Probability, Impact, Timing, Frequency
Procurement
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Probability & Impact Matrix (See
PMBOK 5th Edition Figure 11-10)
Quantification
Risk Impact Likelihood (I X L) Response
A High High 25 X
B High Med 15 Y
C Med Med 9 Z
High = 5
Med = 3
Low = 1
Student Copy Not for Reproduction or Distribution
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
11.3 Perform Qualitative Risk Analysis
Scope
11.3.3 Outputs (Figure 11-9)
Time .1 Project Document Updates
Cost
Quality
HR
Communications
Risk
Risk
Procurement
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Charles F Millhollan, MBA, MPM, PMP, PgMP 311
2011, Innovative Management Solutions, LLC
Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
11.4 Perform Quantitative Risk Analysis
Scope
Performed on risks prioritized in Qualitative Risk
Time
Analysis as potentially and substantially
impactful
Cost
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Knowledge Area
Integration
11.4 Perform Quantitative Risk Analysis
Scope
11.4.2 Tools & Techniques
Time
.1 Data Gathering and Representation Techniques
.2 Quantitative Risk Analysis and Monitoring
Cost Techniques
Monte Carlo simulation: numerically analyze the
Quality probability of each event and the events
consequences
HR
Decision Tree Analysis
Communications Expected Monetary Value (EMV) Analysis:
statistically calculates average outcomes in
Risk
Risk uncertainty
.3 Expert Judgment
Procurement
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Knowledge Area
Risk
Risk
Expect Monetary Value = $275 * .01 =
Procurement
$2.75
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Expected Monetary Value
B 30% $50,000
C 68% $20,000
Knowledge Area
Integration
11.4 Perform Quantitative Risk Analysis
Scope
11.4.3 Outputs (Figure 11-12)
Time .1 Project Documents Updates
Cost
Probabilistic analysis, probability of meeting
cost/time objectives, prioritized list of
Quality quantified risks, etc
HR
Communications
Risk
Risk
Procurement
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Knowledge Area
Quality
HR
Communications
Risk
Risk
Procurement
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Knowledge Area
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Knowledge Area
Quality
HR
Communications
Risk
Risk
Procurement
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Monitoring Controlling Closing
Knowledge Area
Communications
Risk
Risk
Procurement
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Monitoring Controlling Closing
Knowledge Area
Procurement
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Monitoring Controlling Closing
Knowledge Area
Risk
Risk
Procurement
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PMI-ism Break
Knowledge Area
Integration
Procurement Management
Scope
Includes the processes required to
Time acquire goods and services, to attain
Cost
project scope, from outside the
performing organization
Quality
Key thought: make or buy
HR
Note: Project procurement
Communications management is discussed from the
perspective of the buyer in the buyer-
Risk
seller relationship.
Procurement
Procurement
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Communications
Risk
Procurement
Procurement
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Procurement
Procurement
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Knowledge Area
Communications
Risk
Procurement
Procurement
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Knowledge Area
Procurement
Procurement
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Make or Buy Exercise
You are trying to decide whether to buy or lease an item for your project.
The daily lease cost is $120. To purchase the item the investment cost
is $1000 and the daily cost is $20. How long will it take for the lease
cost to be the same as the purchase cost?
Let D = the number of days when the purchase and lease costs are equal.
$120D = $1,000 + 20D
$120D - $20D = $1000
$100D = $1000
D = 10. What does this mean?
Knowledge Area
Integration
Buy vs. Lease vs. Rent
Scope
Length of use (future projects?)
Time Cash flow; cost of money; financial
Cost statement
Quality
Technology life span
Depreciation and taxes
HR
Maintenance; cost & expertise
Communications
Insurance
Risk
Procurement
Procurement
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Knowledge Area
Quality
Cost Reimbursable
Cost plus fixed fee (CPFF)
HR Cost plus incentive fee (CPIF)
Cost plus award fee (CPAF)
Communications
Cost plus percentage of cost (illegal in Gov)
Risk Time and Materials
Procurement
Procurement
Purchase Order (unilateral agreement)
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Process Group Initiating Planning
Planning Executing Monitoring & Controlling Closing
Knowledge Area
Fixed Price Contract Type
Integration
Comparison
Scope Advantages Disadvantages
Know cost up front May not get consistent
Time quality
Risk to seller
Competition Not flexible
Cost
Compare multiple Can be costly
Quality
vendors bids Seller may under
Little experience price the work and try
needed - less work for to make up profits on
HR
buyer to manage change orders
Seller has strong Seller may not
Communications
incentive to control complete some of the
costs scope of work if they
Risk
begin to lose money.
Procurement
Procurement
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Knowledge Area
Cost Plus Contract Type
Integration
Comparison
Scope
Advantages Disadvantages
Time
More influence & Level of involvement
flexibility - auditing of seller
Cost Could be less invoices
expensive No incentive to finish
Quality Share risk quickly or control
Scope definition costs
HR Harder to evaluate
can be more
flexible proposals
Communications
Total cost unknown
Risk
Procurement
Procurement
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Contracts and Procurement
Risk
Knowledge Area
Knowledge Area
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Process Group Initiating Planning Executing
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Knowledge Area
Knowledge Area
Risk
Procurement
Procurement
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
Procurement
Procurement
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Monitoring Controlling Closing
Knowledge Area
Procurement
Procurement
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Monitoring Controlling Closing
Knowledge Area
Risk
Procurement
Procurement
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Closing
Knowledge Area
Quality
HR
Communications
Risk
Procurement
Procurement
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Closing
Knowledge Area
Procurement
Procurement
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Closing
Knowledge Area
Communications
Risk
Procurement
Procurement
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Closing
Knowledge Area
Communications
Risk
Procurement
Procurement
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Closing
Knowledge Area
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Incentive Contract
Example
Knowledge Area
Procurement
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Knowledge Area
Communications
Risk
Procurement
Stakeholder
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Process Group Initiating
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Knowledge Area
Procurement
Stakeholder
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Process Group Initiating
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Knowledge Area
Quality
HR
Communications
Risk
Procurement
Stakeholder
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Communications
Risk
Procurement
Stakeholder
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HR
Communications
Risk
Procurement
Stakeholder
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Procurement
Stakeholder
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Process Group Initiating Planning
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Quality
HR
Communications
Risk
Procurement
Stakeholder
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Knowledge Area
13.3 Manage Stakeholder
Integration
Engagement
Scope
13.3.1 Inputs
Time .1 Stakeholder Management Plan
Cost
.2 Communications Management Plan
.3 Change Log
Quality
.4 Organizational Process Assets
HR
Communications
Risk
Procurement
Stakeholder
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Process Group Initiating Planning Executing
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Knowledge Area
13.3 Manage Stakeholder
Integration
Engagement
Scope
13.3.2 Tools & Techniques
Time .1 Communications Methods
Cost
.2 Interpersonal Skills: building trust, conflict
resolution, active listening, etc.
Quality .3 Management Skills: facilitation, negotiate
HR
agreements, etc.
Communications
Note the fine line between what the PMI
Risk considers interpersonal and management
skills
Procurement
Stakeholder
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Process Group Initiating Planning Executing
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Knowledge Area
13.3 Manage Stakeholder
Integration
Engagement
Scope
13.3.3 Outputs (Figure 13-9)
Time .1 Issue Log
Cost
.2 Change Requests
.3 PM Plan Updates
Quality
.4 Project Documents Updates
HR .5 Organizational Process Assets Updates
Communications
Risk
Procurement
Stakeholder
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
13.4 Control Stakeholder
Integration
Engagement
Scope
13.4.1 Inputs
Time .1 PM Plan
Cost
.2 Issue Log
.3 Work Performance Data
Quality
.4 Project Documents
HR
Communications
Risk
Procurement
Stakeholder
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Monitoring Controlling Closing
Knowledge Area
13.4 Control Stakeholder
Integration
Engagement
Scope
13.4.2 Tools & Techniques
Time .1 Information Management Systems
Cost
.2 Expert Judgment
.3 Meetings
Quality
HR
Communications
Risk
Procurement
Stakeholder
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Process Group Initiating Planning Executing Monitoring &&Controlling
Monitoring Controlling Closing
Knowledge Area
13.4 Control Stakeholder
Integration
Engagement
Scope
13.4.3 Outputs (Figure 13-11)
Time .1 Work Performance Information:
Remember, work performance data is
Cost
transformed into work performance
Quality information
.2 Change Requests
HR
.3 PM Plan Updates
Communications .4 Project Documents Updates
Risk .5 Organizational Process Assets Updates
Procurement
Stakeholder
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PMI-ism Break
Knowledge Area
Communications
Risk
Procurement
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Risk
Procurement
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Risk
Procurement
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Knowledge Area
Communications
Risk
Procurement
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Procurement
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration Responsibility
Ownership of decisions we make or fail to make
Scope Aspirational
Based on the best interests of society, public safety and
Time environment
Accept assignments consistent w/ our background, experience,
Cost skills and qualifications
Fulfill commitments
Quality Ownership of errors (early communication)
Protect proprietary or confidential info
HR Hold others accountable to Code
Mandatory
Communications Inform ourselves and uphold policies, rules, regulations and laws
that govern our work and volunteer activities
Risk Report unethical or illegal conduct
Bring violations of the Code to attention
Procurement Only file complaints when substantiated by facts
Pursue disciplinary action for retaliation
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Knowledge Area
Integration Respect
High regard for self, others and resources entrusted to
Scope us
Respect fosters trust, confidence, and mutual
Time
cooperation
Cost Aspirational
Inform selves of norms and customers of others and avoid
Quality disrespectful behavior
List to others point of view
HR Approach conflict or disagreement directly
Professional, even when not reciprocated
Communications
Mandatory
Risk Negotiate in good faith
Do not exercise power for personal benefit
Procurement Do not act abusively
Respect others property rights
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration Fairness
Make decisions and act impartially and objectively
Scope Aspirational
Transparency in decision making
Time Constantly reexamine ourselves and make corrective action
Provide equal access to information to those authorized
Cost Make opportunities equally available to qualified candidates
Mandatory
Quality
Proactively disclose conflicts of interests
Refrain from decision making process or influencing outcomes if
HR there is a potential conflict of interest
Do not hire/fire, reward/punish, award/deny contracts based on
Communications personal considerations (favoritism, nepotism, bribery)
Do not discriminate (gender, race, age, religion, disability, etc)
Risk Apply the rules of the organization (employer, PMI or other group)
without favoritism or prejudice
Procurement
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Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration Honesty
Duty to understand the truth and act truthfully
Scope
Aspirational
Time
Earnestly seek to understand the truth
Truthful in communications and conduct
Cost Provide accurate info in a timely manner
Make commitments or promises in good faith (implied or
Quality explicit)
Create an environment that others feel safe to tell the truth
HR Mandatory
Do not engage in behavior that is designed to deceive
Communications
others (false statements, half-truths, provide info out of
context, etc)
Risk
Do not engage in dishonest behavior w/ the intent of
personal gain or expense of others
Procurement
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Practice Test Time!