PMBOOK 6th SUMMARY

Chapter-5/ Project Scope Management
Key Concept:
- Product Scope: the features and function that characterize the product, service or result
- Project scope: the work performed to deliver product, service, or result (product scope)
5.1 Plan Scope Management

Means: the process create scope management plan that document how the project and product will be defined, validat
Input: - Project Charter T&T: - Expert Judgement

- Project Management Plan - Data Analysis: Alternative analysis
- EEF - Meeting
- OPA
- Scope Management Plan: part of Project Management Plan that describe how scope will be define, develop, monitored
- Requirement Management Plan: componet of Project Management Plan that describe how project and product requir
5.2 Collect Requirement

is the process of determine, documenting and managing stakeholder needs and requirement to meet objectives
Input: - Project Charter T&T: - Expert judgement

- Project Management Plan - Data Gathering:
- Project Doc -> Brainstorming
- Bussiness Doc -> Interview
- EEF & OPA -> Focus Group
-> Questioner
-> Benchmaring
- Data Analysis
- Decision Making:
-> Voting
-> Autocratic
-> Multicriteria Decision
- Data representation
- Interpersonal and Team skill
- Context Diagram
- Prototype
Input:
- Scope Management Plan: contains information on how project scope will be define and developed
- Assumption log: identifiy asumption about the product, project, environment, stakeholedr and other factor
- Lesson Learned Register: provide information about effective requirement collection technique, especially for iterative
- Stakeholder Register: to identify stakeholder who can provide information on the requirement
T&T:
- Focus Group: bring together prequalified stakeholder and subject matter expert to learn about their expectation and a
- Benchmarking: compare actual or planned product, process, and practice to those comparable organizations
- Decision Making:
a. Voting
-> Unamity: everyone agrre on the single action
-> Majority: obtained more than 50% of the member of the group
-> Plurality: a decision that is reach where the largest block in the group decides, even if majority is not achieve
b. Autrocatic Decision Making: one individual taking responsibility for making decision for the group
c. Multicriteria decision analysis: technique that used a decision matrix to provide a systematic analytical approach for e
- Data Representation
a. Affinity diagram: allow large number of ideas to be classified into group for review and analysis
b. Mind Mapping: consolidates idea created through individual brainstorming session into a single map to grenerates ide
- Interpersonal and Team Skill

a. Nominal Group Technique: enhances brainstorming with a voting process used to rank the most useful idea for furher
b. Observation
c. Facilitation: used with focused session that bring key stakeholders together to define product requirement
-> Joint application Design (JAD): focus on bring bussiness subject matter expert and developmet team together to gathe
-> Quality Function Deployment (QFD): help determine critical characteristic for new product development
-> User stories: short and textuak description of the required functionality
- Contect diagram: is example of scope model, it's visually depict the product scope by showing a bussiness system and h
- Prototype: a method to obtain early feedback on requirement by providing a model of the expected product before ac
Output:
- Requirement Documentation: describe how individual requirement meet the bussiness need for the project
- Requirement Traceability Matrix: is a grid that link product requirement from their origin to the deliverables that satisf
5.3 Define Scope

is the process of developing detailed description of the project and product.
The key benefit of this processis that it describe the product, service, or result boundaries and acceptance criteria
Input: - Project Charter T&T: - Expert Judgment

- Project Management Plan - Data Analysis
- Project Doc -> Alternative Analysis
- EEF - Decision making
- OPA - Product Analysis
- Product Analysis: can be used to define products and services

- Project Scope Statement: is the dscription of the project scope, major deliverables, assumption, and constraint -> it des
- The detailed Project scope statement, include:
-> Product scope description
-> Deliverables
-> Acceptance criteria
-> Project exclusions
- Differences Project Charter and Project Scope statement:
Project Charter: contain high level , while project scope statement contain detailed description of the scope component
5.4 Create WBS

is the process of subdividing project deliverables and project work into smaller, more manageable components.
The key benefit of this process is that it provides a framework of what has to be delivered
Input: - Project Management Plan T&T: - Expert judgement

-> Project scope management - Decomposition
- Project doc
- EEF
- OPA
- The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish
- The plan work is contained within the lowest level of WBS component, which are called work packages.
- Work package can be used to group the activities where work is scheduled and estimated, monitored,a nd controlled
- Project scope statement: describe the work that will performed and the work is excluded
- Requirement documentation: describe how individual requirement meet the bussiness need for the project
- Decomposition: technique use to divide and subdividing the project scope and project deliverables into smaller, more m
Output:
- Scope Baseline: is the approved version of a scope statement, WBS, and it's associated WBS dictionary which can be on
- Component of the scope baseline include:
a. Project scope statement
b. WBS
c. Work Package: lowest level of WBS is a work package with a uniqe identifier
Each work package is part of a control account. A control account is a management control point where scope, budget, a
A control account has two or more work package, and each work package ia associated with a single control account
d.Planing Package: is a work breakdowon structure component below the control account and above work package. A c
- WBS dictionary: is document that provide detailed deliverables, activity and scheduling information about each compo
5.5 Validate Scope

is the process of formalizing the acceotances of the complete project deliverables.
The key benefits of this process is that it bring objectivity to the acceptances process and increase probability of final pro
Input: - Project Management Plan T&T: - Inspection

- Project doc - Decision Making: voting
- Verified deliverables
- Work performace data (WPD)
- The verified deliverable obtained from the control quality process are review with the customer or sponsor to ensure t
- Validate scope: concern with acceptance of the deliverables, Control Quality: concern with correctness of the deliverab
- Inspection: include activities such as measuring , examining, and validating the deliverables
- Accepted deliverables: deliverables that meet the acceptance criteria are formallysigned off and approved by custome
5.6 Control Scope

is the process monitoring the status of the project and product scope and managing change to the scope baseline.
The key benefit of this processtaht scope baseline is maintained throughout the project.
Input: - Project management plan T&T: - Data Analysis

- Project Doc a. Variance analysis
- WPD b. Trend Analysis
- OPA
t will be defined, validate, and controlled
Output: - Scope Management Plan

- Requirement Management Plan
fine, develop, monitored, controlled, and validated

oject and product requirement will be analyze, document and manage
meet objectives
Output: - Requirement Doc

- Requirement Traceability Matrix
other factor
e, especially for iterative or adaptive project
their expectation and attitudes
organizations
y is not achieve
nalytical approach for eshtablish criteria
le map to grenerates idea
ost useful idea for furher brainstorming or prioritization (ex: Delphi technique)
requirement
t team together to gather information and software development process
a bussiness system and how people and others system

ected product before actual building it.
or the project
e deliverables that satisfy them
cceptance criteria
Output: - Project scope statement

- Project Doc update
-> Assumption log
-> Requirement doc
-> Req Traceability Matrix
-> Stakeholder Register
, and constraint -> it describe the project deliverables in detailed

of the scope component. These component are progressive elaborated throughout the project.
le components.
Output: - Scope baseline

-> Assumption log
-> Req documentation
ject team to accomplish the project objectives and create the required deliverables
nitored,a nd controlled
or the project
bles into smaller, more manageable parts.
ctionary which can be only change through formal change control procedure
t where scope, budget, and schedule are integrated and compare to earned value
ngle control account
bove work package. A control account may include one or more planning package
ation about each component at WBS.
se probability of final product, service or result acceptances by validate each deliverables.
Output: - Accepted deliverables

- WPI
-Change Request (CR)
- Project doc update
r or sponsor to ensure that there are completely satisfactorily.

rectness of the deliverables and meet the quality requirement specified for the deliverables.
d approved by customer or sponsor
he scope baseline.
Output: -WPI
- CR
- Project management Plan update
- Project doc updates
Source SOW
PMBOOK 13 Chapter
Rita 13 Chapter
Total 26 Chapter
W12 W13 W14 W15

PMBOOK 1 1 1 2
ACC PMBOOK 1 2 3 5
Rita 1 1 1 2
ACC Rita 1 2 3 5
Baseline 2 4 6 10
W11 W12 W13 W14 W15

Baseline 2 4 8 10 14
Actual 1 4 7
PMP Exam Preparation

30
25
20
15
10
0
W11 W12 W13 W14 W15 W16 W17 W1
W16 W17 W18 W19 W20
2 2 2 1 1
7 9 11 12 13
2 2 2 1 1
7 9 11 12 13
14 18 22 24 26
W16 W17 W18 W19 W20

18 22 24 26 26
eparation
W16 W17 W18 W19 W20

Chpt-6/Project Schedule Management
- Summary:
6-1. Plan Schedule Management: Eshtablish policies, procedure and documentation for planning, developing, manage
6-2. Define Activities: process of identify and documentation specific action performed to produce project deliverable
6-3. Sequences Activities: process of identify relationship among project activities
6-4. Estimate Activity Duration: estimate number of work period to complete individual activities
6-5. Develop Schedule: Analyze activity sequences, duration, resource requirement to create project schedule
6-6. Control schedule: process monitor the status of project
6-1. Plan Schedule Management

is the process of eshtablishing the policies, procedure, documentatio for planing, develop, manage, executing and con
key benefit: provide guidances and direction on how the project schedule will be managed throughout the project.
Input: - Project charter T&T: - Expert Analysis

- Project Management Plan - Data Analysis
- EEF - Meeting
- OPA
6-2. Define Activities

is the process of identifying and documenting the specific action to be performed to produce the project deliverables
Key benefits: decompose work package into schedule activities that provide basic estimate, scheduling, executing and
Input: - Project Management plan T&T: - Expert judgement

a. Schedule management plan - Decomposition
b.Scope baseline - Rolling wave planing
- EEF - Meeting
- OPA
T&T:
- Decomposition: technique to divide and subdivide project scope into more manageable parts
- Rolling wave Planing: iterative planing technique in which work to be accomplished in near term is plan detailed, and
Output:
- Activity List: schedule activities required in the project
- Activity attributes: identify multiple component assosiated with each activity
- Milestone: is a significant point or event in the project
6.3 Sequences Activities

is the process of identifying and documenting relationship among activites.
Key benefit: define logical sequences work
Input: - Project Management Plan T&T: - PDM

* schedule management plan - Leads and Lags
* scope baseline - PMIS
- Project Doc
* Activity attributes
* Activity list
* Assumption log
* Milestone
- EEF
- OPA
T&T:
- PDM/Precedences Diagram Method
is technique used for constructning a schedule model
Predecessor: is an activity that logically comes before a dependent activity
Successor: is dependent activities that logically comes after another acitivty in schedule
- PDM has 4 Types:
* Finish to Start (FS)
* Finish to Finish (FF)
* Start to Start (SS)
* Start to Finished (SF)
Closed loop are not recommended in logical relationships.
- Dependencies may be characterized as below:

i. Mandatory dependencies/Hard Logic
=> are those that are legally or contractually required or inherent in nature of the work, often invlove physical limitati
ii. Discretionary dependencies/Soft Logic
=> are sometime refer to as prefered logic, preferential logic, or soft logic. Are eshtableshe base on best practic
iii. External Dependencies
=> these dependencies are usually outside of project team control
iv. Internal Dependencies
=> involve precedence relationship between project activities and generally inside the Team
- Leads: amount of time the successor activity can be advances with respect to a predecessor activity (Successor: activ
- Lags: amount of time successor activity will be delayed to a predecessor activity
Output
- Network Diagram: grapical presentation of the logical relationship among the project activities
6.4 Estimate Activty Duration

is the process of estimate the number of work periods needed to complete individual activities with estimated resour
Key Point: provide the amount of time each activity will take to complete
Input: - Project Management plan T&T: - Expert judgement
- Project Doc - Analogous estimate
- EEF - Parametric estimate
- OPA - Three point estimate
- Bottom up estimate
- Data Analysis
- Decision making: voting
- Meeting
Input
- Activity atributes: define predecessor or sucessor relationship
- Milestone list: have schedule dates for specific milestone that may impact the duration estimates
- RBS: provide hierarchical structures by the identified resources by resouce category and type
- Resources calendar: influences the duration of schedule activities due to availability of scpecific resources, type of re
- Risk Register: individual project risk may impact resource selection and availability
T&T
- Analogous estimate: technique estimate duration or cost of an activity or project, using historical data from similar p
Analogou estmate generaly less costly and less time consuming than other technique.
- Parametric Estimate: is an estimate in which algorithm is used to calculate cost or duration base on historical data an
- Three Point Estimate ==> tE = (t0 + tM + tP)/3, formula is known as triangular distribution
tM: most likely , tO: Optimistic, tP: pesimistic
- Bottom Up estimate: estimate project duration or cost by agregat the estimate of the lower level of the WBS
- Data Analysis
* Alternative analysis: is used to compare various level of resources capability or skill, scheduling compression techniq
* Reserve analysis: determine the amount of contigency and management reserve needed for the project.
Contigency reserve: allocated for identied risk that can accept. Contigency are associated wih the Known-unknowns
Mangement Reserve: specified amount of project budget that reserve for unforenseen work. It intend to address the
Output
- Duration estimates: quantitative assesment like number of time
- Basis of estimate: type of additional detailes supporting the duration estimates vary by application area
6.5 Develop Schedule

is the process of analyzing activity sequences, duratios, resource requirement and schedule constraint to create sched
Key benefit: generates schedule model with planned dates for completing project activities
Input: - Project management Plan T&T: - schedule network analysis

- Project Doc - critical path method
- Agrrements - resource optimization
- EEF - Data Analysis
- OPA - Leads and Lags
- Schedule compression
- PMIS
- Agile release planing
Input:
- Activity List: identiies the activities that will be included in the schedule model
- Assumption Log: record assumption and constrained for project risk analysis
- Project schedule network diagram: contain predecessor and succesor to calculate the schedule
- Project Team Assignment: specify which resources that assign for specific activities
- Resource calendar: contai information about the availability resource during project
- Resource requirement: identify which resources type and quantity, that required for each activites used to create sc
T&T:
- CPM (Critical Path Method):
is used to estimate minimum project estimate and project flexibility on the logical network paths within schedule mod
The longest path has the least total float - usually float is zero. A critical path is characterize by zero total float on the
Critical path: the longest path on the network schedule, Total Float is Zero.
Free Float: amount of time that activity can be delayed without violate project constraint
- Resource Optimization
* Resources Levelling: start and finish dates are adjust based on resources constraint to balance the demand for resou
ex: same resource assigne to two or more activities in the same time period
* Resources Smoothing: add more resources
are used to shorten or accelerate the schedule duration without reducing the project scope.
* Crashing: shorten the schedule duration for the least incremental cost by adding resources. Ex: add more resources
crashing only work o activities in critical path where additional resource will shorten activity duration, result increase
* Fast Tracking: activites or pahse normally done in sequence are performed in paralel of their duration.
Fast track may result rework ad increase risk.
- Agile release planning: provide high level summary timeline of the released schedule base on the product roadmap a
Output:
- Schedule baseline: approve schedule model that can be change only through formal change control procedure
- Project schedule: output of schedule model that present link activities with planed dates, duration, milestone, and re
* Bar chart: known as Gantt Chart
* Milestone chart
* Project schedule network diagram: activity on node
- Project calendar: identifies working days and shift that are available for schedule activities
6.6 Control Schedule

is the process of monitoring the status of project to update the project schedule and managing change to schedule ba
Input: - Project management plan T&T: - Data Analysis

- Project doc * Earned value analysis
- WPD * Iteration burndown chart
- OPA * Performance review
* Trend Analysis
* Variance Analysis
* What if scenario Analysis
- CPM
- PMIS
- Resource optimization
- Leads and Lags
T&T:
- Earned Value Analysis: schedule performance such schedule variance (SV) and schedule performance index (SPI) are
- Iteration burndown chart: track the work that still remain to be complete in the iteration backlog
- Variance Analysis: look on variance in planned versus actual start and finish dates, planed versus actual duration and
Output:
- WPI: include information on how the project performing againts the baseline
- Schedule forecast: prediciton of condition and event in the future based on information and knowledge available at
or planning, developing, manage, executing, and controll project schedule management
d to produce project deliverables
al activities
o create project schedule
elop, manage, executing and control project schedule.

naged throughout the project.
OutPut: - Schedule management Plan
produce the project deliverables.

mate, scheduling, executing and monitoring-control project work.
Output: - Activity List

- Acivity attributes
- Milestone list
- CR
- Project Management Plan updates
a. Schedule baseline
b. Cost baseline
in near term is plan detailed, and future planed is plan at higher level
Output: - Project schedule network Diagram
rk, often invlove physical limitatios
leshe base on best practic
ecessor activity (Successor: activity after, Predecessor:activity before)
activities with estimated resources

Output: - Duration estimate
- Basis of estimate
- project doc update:
* activity atributes
* Assumption log
* Lesson learned register
tion estimates
of scpecific resources, type of resources, and resources with specific attributes
ing historical data from similar project
uration base on historical data and project parameter, used statistical method.
e lower level of the WBS
scheduling compression technique

eded for the project.
ated wih the Known-unknowns
n work. It intend to address the unknown-unknown that can affect project
by application area
hedule constraint to create schedule model for executing and monitoring project.
Output: - Schedule baseline

- Project schedule
- Schedule data
- Project calendar
- CR
- Project management plan update
e schedule
each activites used to create schedule model
work paths within schedule model

terize by zero total float on the critical path.
to balance the demand for resource.
sources. Ex: add more resources

activity duration, result increase cost
el of their duration.
e base on the product roadmap and the product evolution.
change control procedure

ates, duration, milestone, and resources
managing change to schedule baseline
Output: - WPI
- Schedule forecast
- CR
- Project management plan updates
dule performance index (SPI) are used to asses variaton on the baseline
ation backlog
laned versus actual duration and variance in float
tion and knowledge available at time of the forecast.

Chapter-7 Project Cost Management
The process are:

- Plan cost Management: define how the project cost will be estimate, budgeted, maanged, monitored and controlled
- Estimate Cost: develop and approximates of the monetary resources need to complete the project work
- Determine Budget: agregate the estimate cost of individual activities or work package to eshtablish an authorized cost
- Control Cost: the process of monitoring the status of the project to update the project cost and manage change to the c
Key Concept
Project cost management is primary concern with the cost of the resources needed to complete project activities.
Another aspect of cost management is recognize that different stakeholder measure project cost in different ways and d
Trends in Project Cost Management

In Project Cost management, trend include the expansion of earned value management (EVM) to include the concept of
ES (earned schedule): EVM - Planned Value
SV (Schedule variance): ES - AT, if the amount of earned schedule is greater than 0. AT (Actual Time)
SPI (Schedule Performance Index): ES/AT
7.1 Plan Cost Management

- Project Management Plan - Data Analysis: Alternative Analysis
- EEF - Meeting
- OPA
- Plan Cost Management: is the process define the project cost will be estimate, budget, manage, monitored and control
- Key Benefit: provide guidance and direction on how the project cost will be manage throughput the project.
Input:
- Schedule Mangement Plan: eshtablush criteria and the activities for developing, monitor and control schedule
- Risk Management Plan: provide the approach for identify, analyze and monitor risk
- Alternative Analysis can include review Strategic Funding:
-> Self Funding
-> Funding with Equity
-> Funding with Debt
Output:
- Cost Management Plan: component of the project management plan and describe how the project cost will be planned
7.2 Estimate Cost

is the process of developing an approximation of the cost that resources needed to complete project worked.
Key benefit: determines the monetaryresources required for the project
Input: - Project Management Plan T&T: - Expert judgement
- Project Doc - Analogous estimate
- EEF - Parametris estimate
- OPA - Bottom up estimate
- Three point estimate
- Data Analysis:
1. Alternative Analysis
2. Reserve Analysis
3. Cost of quality
- PMIS
- Decision Making: voting
- Cost estimate generally expressed in unit of some currency.

- ROM (Rough Order of magnitude): estimate on the range -25% to +75%
Input:
- Quality Management Plan: describe activities and resources necessary for project management team to achieve the qu
- Scope Baseline: include the project scope statement, WBS and WBS dictionary
- Resource requirement: identify the type and quantities of resources required for each work package or activity
- EEF include: Market condition, Published commercial information, Exchange rates and inflation
T&T:
- Parametric estimate: use statistical relationship between historical data and other variables to calculate cost estimate f
- Bottom Up estimate: method of estimate a component of work
- Three Point Estimate: Most Likely (cM), Optimistic (cO), Pessimistic (cP)
1. Triangular distribution: cE=(cO + cM + cP)/3
2. Beta distribution: cE=(cO + 4cM + cP)/6
- Reserve Analysis:
Cost estimate may include contigency reserve to account for uncertainty cost. Contigency reserve are budget within the
Contigency reserve are used to address the Known-unknown that can affect a project.
Output:
- Cost Estimate: include quantitative assesment of the probable costs required to complete project work, as well as conti
and management reserve to cover unplanned work.
7.3 Determine Budget

is the process of agregating the estimate cost of individual activities or work package to eshtablish an authorize cost base
Key Benefit: determine cost baseline againts which project performance can be monitored and controlled
Project budget includes all the fund authorize to execute project. The cost baseline is the approved version of time phase
Input - Project Management Plan T&T: - Expert Judgement

- Project Doc - Cost Agregation
- Bussiness Doc - Data Analysis: Reserve Analysis
- Agreements - Historical information review
- EEF - Funding limit reconciliation
- OPA - Financing
Input:
- Basis of estimate: support detailed for cost estimate in the basis of estimate should specify any basic assumption in the
- Project schedule: include plan started and finish date for the project activities, milestone, work package, and control ac
- Bussiness case: identifies the critical succcess factor for the project, include financial success factor
T&T:
- Cost Agregation: cost estimate are agregated by work package in accordance wit the WBS
- Data Analysis => Management Reserve
Management Reserve: amount of the project budget that reserve for unforenseen work that is within the scope project.
- Risk:
a. Known-known --> cost estimate
b. Known-Unknown ---> contigency reserve
c. Unknown-unknown --> Management reserve
- Cost Baseline: Cost Estimate + Contigency Reserve ; Project Budget: Cost Baseline + Management Reserve
Output:
- Cost Baseline: is approved version of the time phase project budget, excluding any management reserve
- Management Reserve are added to Cost Baseline to produce the Projec Budget
7.4 Control Cost

Control cost is the process of monitoring the status of the project to update the project cost and managing change to the
Input: - Project management Plan T&T: - Expert Judgment

- Project document - Data Analysis
- Work Performance Data * Earned value Analysis
- OPA * Variance Analysis
- Project Funding requirement * Trend Analysis
* Reserve Analysis
- To Complete performance Index
- PMIS
Any increased to the authorize budget cn only be approve trough the Perform integrated change control process.
The key effecive of cost control is the management of the approved cost baseline.
Input:
- Cost Management Plan: describe how the project costs will be manage and controlled
- Performance measure baseline: use earn value analysis and compare to actual result determine to actual result to dete
- WPD (work performance data): contain data on project status such as which cost have been authorized, incurred, invoi
Data Analysis
1.EVA (Earn Value Analysis): compare the performance measurement baseline to the actual schedule and cost performa
EVM integrate the scope baseline with the cost baseline and schedule baseline to form the performance measurement b
a. PV (Planned Value):is the authorized budget assigned to schedule work. But it is not included management reserve
PV define the physical work that should have been accomplished.
The total of the PV some time refered to as PMB (Performance Measurment Baseline), The total Plane Value for the Proj
b. Earned Value (EV): is measure of work performed
c. Actual Cost (AC): is the realized cost incurred for the work performed in an activity during a specific of time
2. Variance Analysis
as used in the EVM, is the explanation for Cost (CV = EV - AC), schedule (SV = EV - PV), and variance at completeion (VAC
Example of Variances analysis include, but are not limited to:
a. Schedule Variance --> SV = EV - PV
b. Cost Variance, express as difference between earned value and actual cost
CV = EV - AC, negative CV is often difficult for the project to recover
c. Schedule Performance Index (SPI) --> SPI = EV / PV
An SPI value less then 1, indicates less work was complete then as planned. SPI greater then 1 indicates that more work w
d. Cost Performance Index (CPI) --> CPI = EV / AC
a CPI value less then 1 indicates a cost overrun for work completed. A CPI valu greater then 1.0 indicates a cost underrun
3. Trend Analysis
Trend analysis examines project performance over time to determine if performance is improving or deteriorating. Exam
a. Chart --> S-Curve to display EV data for a project that is performing over budget and behind schedule
b. Forecasting
as the project progress, project team will develop forecast to estimate at completion (EAC) that differ from budget at com
- EAC forecast for ETC work perform the budget rate => EAC : AC + (BAC - EV)
- EAC forecast for ETC work perform at the present CPI => EAC : BAC / CPI
- EAC forecast for ETC work considering both SPI and CPI factors => EAC : AC + [(BAC - EV) / (CPI x SPI)]
4. Reserve Analysis
is used to monitor the status of contigency and management reserve for the project to determine if these reserve are sti
- TCPI (To Complete Performance Index)

is a measure of the cost performance that is required to be achieve with the remaining resources in order to meet the sp
Formula:
a. TCPI = (BAC - EV) / (BAC - AC) --> base on BAC TCPI = Work Remain (BAC - EV) / Fund Remain (BAC - AC
b. TCPI = (BAC - EV) / (EAC - AC) --> base on the EAC
TCPI > 1 , then it's Bad. TCPI < 1, then it's good.
nitored and controlled
blish an authorized cost baseline

d manage change to the cost baseline
project activities.
t in different ways and different times.
o include the concept of earned value (ES)
Output: - Cost Management Plan
e, monitored and controled.

t the project.
ontrol schedule
oject cost will be planned, structure and controlled.
oject worked.
Output: - Cost estimate
- Basis of estimate
- Project Doc Updates
t team to achieve the quality objectives
ckage or activity
calculate cost estimate for project work
ve are budget within the cost baseline that is allocated for identified risk.
ect work, as well as contigency amount to account for identify risk
sh an authorize cost baseline
ved version of time phase project budget that include contigency reserve, but exclude management reserve.
Output: - Cost Baseline

- Project funding requirement
basic assumption in the project budget
package, and control account
within the scope project. Management Reserve to address" Ünknown-unknown"
managing change to the cost basleine
Output: - Work performance Index

- Cost Forecast
- CR
- Project Management Plan Updates
- Project doc Updates
e control process.
e to actual result to determine if change, corrective action, or preventive action is necessary.

thorized, incurred, invoiced, and paid.
edule and cost performance.

ormance measurement baseline.
management reserve
Plane Value for the Project also called as budget at completion (BAC)
ecific of time
nce at completeion (VAC = BAC- EAC)
dicates that more work was complete than Planned.
ndicates a cost underrun of performance to date.
ng or deteriorating. Example of Trend Analysis:
differ from budget at completion (BAC)
ne if these reserve are still needed or if additional reserve need to be requested.
s in order to meet the specified management goal, express as ratio of the cost to finish of oustanding work to the remain budget.
/ Fund Remain (BAC - AC) or (EAC - AC)

o the remain budget.
Chapter-8 Project Quality Management
Project Quality Management Processs:
- Plan Quality Management: identify quality requirement/standart for the project and its deliverables
- Manage Quality: process to translate wuality management plan into executable quality activities
- Control Quality: process of monitor and recording the result of executing the quality management plan and ensure pro
Key Concept:
- Project quality management address the management of the project and the deliverables of the project
- Plan quality: concern with quality that the work need to have
- Manage Quality: concern with manage quality troughout the project
- Control Quality: concern wth comparing the work result with the quality requirement to ensure the result is acceptable
Quality & Grade:

- Quality: the degree to which a set of inherent characteristic fullfill requirement --> delivered performance or result
- Grade: category assign to deliverables having same functional use but different technical characteristic
Differences between following pairs:

a. Prevention (keep error out of the process), and inspection (keep error out of customer)
b. Attribute sampling (result either conforms or does not conform), and variable sampling (the result is rated in the conti
c. Tolerances (rane of acceptable result), and control limit (identify boundaries of process performances)
The Cost of Quality (COQ): include all cost incurred over the life of product investment
Failure Cost=> cost of poor quality
a. Internal: found by project team
b.External: found by customer
8.1 Plan Quality Management

is the process of identify quality requirement for the project and its deliverables
Key benefit: to gives guidences and direction on how quality will bre manage and verified throughout the project

- Project Manj Plan - Data gathering
- Project Doc a. Benchmarking
- EEF b. Brainstorming
- OPA - Data analysis: COQ, cost-benefit Anlys
- Decision making
a. Flowchart
b. Logical data model
c. Matrix diagram
d. Mind mapping
- Test & inspection planing
- Meting
Input:
- Scope baseline
- Project charter: provide high level project description and characteritic of product
T&T:
- Bechmarking: compare actual or plan project practice
- Brainstorming: can be used to gather data creativity from group or team to create quality management plan
- Cost Benefit Analysis: financial analysis tools to estimate the strength and weakness of alternatives to find best alterna
- Cost of Quality:
a. Prevention Cost: cost related to prevention poor quality of product
b. Appraisal Cost: cost related with evaluate, measured, audit and testing the product, service or deliverables of the pro
c. Failure cost: cost related to non conformance
Cost of Conformance => money spent during the project to avoid failures
i. Prevention Cost (Build a quality product)
- Training
- Document process
- Equipment
- Time to do right
ii. Appraisal Cost (Assess the quality)
- Testing
- Destructive testing loss
- Inspection
Cost of Non Conformance => money spent during and after the project because of failures
i. Internal Failure Cost (found by the project)
- Rework
- Scrap
ii. External Failure (found by customer)
- Liabilities
- Warranty work
- Lost bussiness
Data Representation:
- Flow charts
- Logical data model: representation of organization data, describe in the bussiness language
- Matrix Diagram: find strength of relationship among different factors, causes, and objectives that exist between the ro
- mind mapping
- Quality Metric: describe the project or product attribute and how the control qualty process will verify compliances to
8.2 Manage Quality

is the process of translate the qualty management plan into executable quality activities
Key benefit: it increasethe probability of meeting the quality objectives as well as identify ineffective process
Input: - Project management Plan T&T: - Data gathering

- Project Doc - Data Analysis
- OPA a. Alternative analysis
b. Doc analysis
c. Process analysis
d. Root cause analysis
- Decision Making
- Data Representation:
a. Affinity diagram
b. Cause Effect diagram
c. Flowcharts
d. Histogram
e. Matrix diagram
f. Scatter diagram
- Audits
- Design X
- Problem solving
- Quality Improvement methods
Manage qualty sometime called "Quality insurance". Quality insurance is about using project process effectively.
Data Representation:
- Affiniy Diagram: grouping and organize potential cause of defect
- Cause & Effect Diagram: fishbone diagram or ishikawa diagram
- Histogram: shows graphically representation of numerical data
- Matrix Diagram: to show strength of relationship among factor, cause and objectives that exist between row and colum
- Scatter Diagram: graph that show the relationship between two variables
- Audit: indepentent process used to determind if project activities comply with organization procedure or policy
- Design for X (DfX): a set of technical guidelines that may be applied during the design of the product for the optimizatio
8.3 Control Quality

is the process monitoring and recording result of executing the quality management
Key benefit: verify that project deliverable and work meet the requirement specified by the key stakeholder of the final
Input: - Project management plan T&T: - Data Gathering

- Project Doc a. checklist
- Approve CR b. check sheet
- Deliverables c. statistical sampling
- Work performance data - Data Analysis
- EEF a. Performance review
- OPA b.Root cause analysis
- Inspection
- Testing/product evaluation
a. Cause-Effect diagram
b. Control Charts
c. Histogram
d. Scatter diagram
- Meeting
T&T:
- Check sheet: also kown as tally sheets used to collect fact in manner
- Root cause analysis; is used to identify the source of defect
- Inspection: examination of work product to determine if its conforms to documented standards
- Testing: early testing help identify nonconformance problems and help reduce the cost of fixing the nonconformance c
ent plan and ensure project output meets customer expectation
e the result is acceptable
erformance or result
esult is rated in the continous scale that measured the degree of conformity)
ghout the project
Output: - Quality Management Plan

-Quality Metric
- Project Mangement Plan update
agement plan
tives to find best alternatives with best benefit provided
r deliverables of the project
hat exist between the row and coloum that form the matrix
ll verify compliances to it
ctive process
Output: - Quality report

- Test and evaluate doc
- CR
- Project management plan updates:
ocess effectively.
between row and columns that form the matrix
ocedure or policy
oduct for the optimization or specific aspect of design
stakeholder of the final acceptances
Output: - Quality control measurement

- verified deliverables
- work performance information
- CR
-Project doc update
g the nonconformance component
Chapter-9 Project Resources Management
The process are:
9.1 Plan Resource Management: how to estimate, acquire, manage ad utilize resources
9.2 Estimate Activity Duration: estimate team resources and material need to perform project
9.3 Acquire Result: obtain team member, material to complete the project
9.4 Develop Team: the process of improving competencies, team member interaction, and overall team performances
9.5 Manage Team: Tracking team member performance, provide feedback, resolve issue and manage team change
9.6 Control Resources: make sure resources assign and allocated to the project are available
Key concept: the project manager should effort in acquiring, managing, motvating and empowering the project team.
Trend and Emerging Practice in Project Resource Management

- Resource Management Method
ex: JIT (just In Time) manufacturing, kaizen, total productive maintenance (TPM), and others method
- Emotional Intelligentd (EI)
Project Manager should invest in personal EI improcing inbound (self-management and self-awareness) and outbond (rela
- Self Organizing Team
the increase In use of agile approaches
- Virtual Team/Distributed Team
team that work for the same project, but are not collocated in the same site
9.1. Plan Resources Management

the process to define how to estimate, acquire, manage and use team and physical resources.
Resource planning is used to determine and identify an approach to ensure that sufficient resources are available for succ

- Project Management Plan - Data Representation
- Project Doc * Hierarchical charts
- EEF * Responsibility assignment Matrix
- OPA * Text oriented format
- Organizational theory
- Meeting
T&T:
- Project resources may include team member, supplies, materials, equipment,service and facilities.
- Hierachical charts: traditional organizational charts structure can be used to show in graphical.
a. WBS: project deliverables are broken down into work packages
b. Organizational Breakdown Structure (OBS): listed work package under each department
c. Resources Breakdown Structure (RBS): is hierarchical list of team and physical resources related by category and resour
- Assigent Matrix (RAM): shows the project resources assigned to each work package. It used to ilustrate connection betw
example of RAM is RACI (Responsible, Accountable, Consult and Inform) chart
9.2 Estimate Activity Resources

Input: - Project Management Plan T&T: - Expert Judgement
- Project Doc - Bottom Up estimate
- EEF - Analogous Estimate
- OPA - Parametric Estimate
- Data Analysis
- PMIS
Input:
- Activity attributes: provide primary data sources for use in estimate team and physical resources
- Activity List: identifies activity that will need resources
- Assumption Log
- Resource Calendars: identifies working days, shift, start and end of normal bussiness hours, weekends, and public holida
it also specifies when, and how long, identied team and physical resources will be available during the project
- Risk Register: describe the individual that can impact resource selection and availability
T&T:
- Analogous Estimate: use information regarding resources from previous similar project as the basis estimatee a future p
- Data Analysis: use to evaluate identified options in order to select the options or approaches to use execute and perform
Output:
- Resource Requirement: identify the type and quantities of resources required for each work package or activity in work
- Resource Breakdown Structure (RBS): hierarchical representation of resources by category and type
9.3 Acquire Resources

is the process of obtaining team members, facilities, equipment, materials, supplies, and other resource necessary to com
Input - Project Management Plan T&T: - Decision Making
- Project Document -> Multi criteria decision
- EEF - Interpersonal and Team Skill
- OPA - Pre-assginment
- Virtual Team
The resource require for project can be internal or external. Internal for funtional to resource manager, and external reso
- Procurement management Plan: has information regarding resources that will be acquire from outside the project
- Cost baseline: provide overall budget for project activities
- Resource calendar: document time period each resource need for the project
- Resource Requirement: identify which resource need to be acquire
T&T:
- Decision Making Technique: can be used in the acquire resource process.
- Pre Assignment: when physical or team resources for project are determine in the advances
- Virtual Team: can be define as a group whit the share goals, but have no time to see face to face
9.4 Develop Team

is the process improving competencies, team member interaction, and the overall team environment to enhance project
Input: - Project Management Plan T&T: - colocation

- Project Doc - Virtual Team
- EEF - Communication technology
- OPA - Interpersonal & Team Skill
* conflict management
* Influencing
* Motivation
* Negotiation
* Team building
- Recognition and reward
- Training
- Individual & Team assessment
- Meetings
-Project manager require skill to identify, build, maintain, motivated, lead, and inspire project team to achieve hight team
- Team work is critical factor for prject success and develop effective project team is one of the primary responsibilities of
- Tucman Ladder (19,20) describe five stages of Team Development

a. Forming --> tend to be independent and not as open this phase
This phase is where team member meet and learn about the project
b. Storming
On this phase, team begin to adress the project work, technical decision, and the project management approach
c. Norming --> team member learn to trust each other
In this phase, team member begin to work together and adjust their work habbits to support the team
d. Performing --> they are interdependent and work through issues smoothly and effectively
Team that reach performing function aas well organized unit
e. Adjourning --> Team complete the jobs and move on from project
This type occurs when team is released from the project as deliverables already completed, or already part of Project Clos
Input
- Project team assignment: identify the team and member roles and responsibility
- Project schedule: define how and when to provide training to the project team and develop competencies required in di
- Resource calendars: identify times when the project team member can participate in team development activities
- Team charter: the team charter is where the team operating guidelines are documented
T&T:
- Colocation: place all active team member in one sam location to enhance their ability as a team (War Room)
- Virtual Team: canbring benefit such as the use of more skill resources, reduce cost, less travel and relocate expenses. Us
example of communication technology:
a. Share portal
b. video conferences
c. Audio conferences
d. Email/chat
- Interpersonal and Team Skill: conflict management, influenceing, Motivation, Negotiation, Team Building
Output:
- Team Performance Assesment
- Change Request
9.5 Manage Team

is the process of tracking team member performance, provide feedback, resolving issue, and managing team changes to o
Key benefit of this process is that it influences team behavior, manage conflict and resolve issues
Input: - Project Management Plan T&T: - Interpersonal & Team skill

- Project doc a. Conflict management
- Work performance Report b. Decision making
- Team performance assesment c. Emotional intelligences
- EEF d. Influencing
- OPA e. Leadership
- PMIS
Input:
- WPR: physicl or electronic representation of work performance information needed to generate decision, action or awar
- Team performance assessment: the project management team makes ongoing formal or informal assessment of project
T&T:
- Conflict Management: There are 5 technique for resolving conflict
1. Withdraw/avoid --> retreat, postpone, resolve by others
Retreating from an actual potential conflict situation
2.Smooth/Accommodate --> emphaze agreement rather than differences, maintain harmony a& relationship
3. Compromise/reconcile --> same degree satisfaction, resolve temporary or partial
find the solution that bring some degree satisfaction, this approach occasionally results in lose-lose situation
4. Force/Direct --> win-lose solution, resolve an emergency
Pushing one viewpoint at expense of others, often result in win-lose solution
5. Collaborate/problem solve --> open dialogue, concencus and commitment
This approach can result win-win solution
- Teory X: need to watch every minutes

- Teory Y: willing to work without supervision
- Leadership: ability to lead a team and inspire themto do their jobs well
9.6 Control Resources

is the process of ensuring that the resources assigned and allocated to the project are available as planned, and monitor
Input: - Project Management Plan T&T: - Data Analysis

- Project document 1. Alternative analysis
- WPD 2. Cost benefit analysis
- Agreements 3. Performance review
- OPA 4.Trend analysis
- Problem solving
- Interpersonal & Team Skill
- PMIS
The control resource process concern with physical resources such as equipment, material, facilities. Team member are a
all team performances
anage team change
ring the project team.
reness) and outbond (relationship management)
rces are available for successful of project.
Output: - Resource Management Plan

- Team charter
ed by category and resource type.

ilustrate connection between work package, or ativities and project team members.
Output: - Resources requirement
- Basis of estimate
- Resource Breakdown Structure
ekends, and public holidays for each specific resources is available

ng the project
basis estimatee a future project

o use execute and perform the work
ckage or activity in work package
esource necessary to complete project work.

Output: -Physical resource assigment
- Project team assignment
- Resource calendars
- Change Request
- EEF
- OPA
anager, and external resources for procurement process.

outside the project
ment to enhance project performance
Output: - Team Performance Assessment

- CR
- Project Management Update
- EEF
- OPA
am to achieve hight team

primary responsibilities of the project manager
ement approach
lready part of Project Closed process
mpetencies required in different phases

velopment activities
m (War Room)
and relocate expenses. Use technology to create online team environtment
naging team changes to optimize proect performance.
Output: - CR
- EEF
e decision, action or awareness

mal assessment of project performance.
& relationship
ose situation
as planned, and monitor plan versus actual, take corrective action as necessary
Output: - WPI
- CR
ties. Team member are adress in the Manage Team process
Chapter-10 Project Communication Management
The Project Communication Management are:
10.1 Plan Communication Management => develop appropriate approach and plan for project communicaion activities
10.2 Manage Communication
10.3 Monitor Communication => ensure the information needs for the project and its stakeholders are met
5Cs written communication:

- Correct grammer & spell
- Concise
- Clear purpose and expression
- Coherent logical flow
- Controlling Flow of words and idea
10.1 Plan Communication Management

is the process of developing appropraite approach and plan for communication project base on information needed.
Input: - Project charter T&T: - Expert Judgement

- Project management Plan - Communication requirement analysis
- Project doc - Communication technology
- EEF - Communication model
- OPA - Interpersonal Skill
- Meeting
Input:
- Resource Mangement Plan: provide guidences on how team resources will be categorized, allocated, manage, and relea
- Stakeholder register: the stakeholder register is used to plan communication activities with stakeholder
T&T:
- Communication Chanel: N (N - 1)/2
- Communication Method:
a. Iterative communication: between two or more parties performing a multidierctional exchange information in real time
ex: phone cell, instan messaging, video conferences, meeting, social media
b. Push Communication: distribute directly to specific recipient who need to receive the information
ex: letters, memo, report, emails, faxes, voice mail, blogs, and press released
c. Pull Communication: used for complex information, large audiences and require the recepients to acces content at thei
ex: e-learning, lesson learned database, or knowledge repository
- Project Meeting: include virtual (e-meeting) or face to face meetings, and can be supported with doc collaboration techn
10.2 Manage Communication

is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monit
Key benefit: enable an efficient and effective information flow between project team and the stakeholder.
Input: - Project management Plan T&T: - Communication technology
- Project doc - Communication method
- Work Performance Report - Communication skill
- EEF - PMIS
- OPA - Project recording
- Interpersonal and team skill
- Meeting
- PMIS:
a. Electronic Project management tolls => ex: management software, meeting & virtual office, web interface, project port
b. Electronic communication management => email, fax, voice mail, audio, video conference, web site & web publishing
c. Social Media Management => websites & web published, blogs and application, which offer the oppurtininty to enggag
10.3 Monitor Communications

is the process ensuring the information needs of the project and ints stakeholder was meet.
Key Benefit: is optimal information flow as define in the communication management plan and the stakeholder enggagem
Input: - Project Managemen Plan T&T: - Expert Judgement

- Project doc - PMIS
-WPD - Data Representation
- EEF - Interpersonal & team skill
- OPA - Meetings
ommunicaion activities
nformation needed.
Output: - Communication Management Plan

cated, manage, and released
e information in real time
s to acces content at their own discretion object to security problem
th doc collaboration technology, include email and project website.
eval, management, monitoring, and the ultimate disposition of project information.

Output: - Project comunication
- Project Management plan update
- OPA update
eb interface, project portal and dashboard, collaborative work management tools

eb site & web publishing
e oppurtininty to enggage with stakeholder
he stakeholder enggagement plan
Output: - WPI
- CR
Chpt 11 Project Risk Management
The Project Risk Management are:
11.1 Plan Risk Management: the process of define how to conduct risk management activities for a project
11.2 Identify Risk: the process of identify individual project risk as well as sources of overall project risk, and documenting
11.3 Perform Qualitative Risk Analysis: prioritize individual project risk for further analysis by assessing their probability o
11.4 Perform Quantittive Risk Analysis: process numerically analyzing the combined effect of identifed individual project
11.5 Plan Risk Response: process of develop option, select strategies, and action to adress all project risk exposure
11.6 Implement Risk Response: the process of implement the agreed risk response plan
11.7 Monitor Risk
- Project Risk Management aims to identify and manage risk that are not addressed by other project management proces
- Project Risk Management divide risk into 2 part:
1. Individual project risk => can also have positive or negative effect
2. Overall project risk => can also have positive or negative effect
- Risk Threshold: express the degree of acceptable variation around a project objective
Trend & Emerging practice in Project Risk management

- Non Event risk: most project focus only on risk that are uncertain future events that may or may not occurred
There are 2 main Type of Non Event Risk:
1. variability risk: uncertainty exists about some key characteristic of planned event or activity or decision.
ex: productivity may be above or below target, etc
2. Ambiguity Risk: uncertainty about what might happen in the future
ex: future development in regulatory frameworks, etc
Variablity risk can be address using Monte Carlo analysis, and Ambiguity Risk can be define through incremental developm
- Project Resilience
- Integrated risk management
11.1 Plan Risk Management

Process define how to conduct risk management activities for a project.
Key benefit: ensure that degree, type, visibility of risk management are proportionate

- Project management plan - Data Analysis
- Project document - Meeting
- EEF
- OPA
Output:
- Risk Strategy: describe general approach to manage risk on the project
- Risk Categories: a common way to structure risk category is with a risk breakdown structure (RBS)
-Stakeholder risk Appetite: it recorded in the Risk Management Plan
- Probability and Impact Matrix:
- Reporting Format
- Tracking
11.2 Identify Risk

is the process of identify all risk and documeting their characteristic
Key benefit: documenting indivisual project risk and overall project risk

- Project doc - Data gathering
- Agreements * Brainstorming
- Procurement documentation * Check list
- EEF * Interviews
- OPA - Data Analysis
* Root cause Analysis
* Assumption and constrain analysis
* SWOT
* Document Analysis
- Prompt List
- Meeting
- Identify risk consider both individual project risk and source of overall project risk
- Risk management Plan: provide information on risk related roles and responsibility, describe category of risk and may be
- Agreement: information such as milestone dates, contract type, acceptances criteria, award and penalties that can pres
T&T:
- Brainstorming: obtain comprehensive list of individual project risk and sources of overall project risk
- Data Analysis
a. Root Cause Analysis: to discover underlying causes and prepare for the preventive action
b. Assumption and constrain analysis
c. SWOT: examine the project from each of the strength, weakness, opportunities, and threats (SWOT) prespektive
- Prompt List: predetermine list of risk that might give rise to individual project risk and also as source of overall risk
Output:
- Risk Register: capture detailed of identified individual project risk
The content of Risk Register:
a. list of identified risk
b. Potential risk owner
c, List if potentialrisk reponse
11.3 Perform Qualitative Risk Analy sis

is the process of prioritize individual project risk fir further analysis or acton by assessing their probability of occurrence a
Key benefit: this process focus efforts on high priority risks.
Input: - Project management Plan T&T: - Expert Judgement

- Project document - Data gathering
- EEF - Data Analysis:
- OPA * Risk data quality assessment
* Risk probability and impact assessment
*Assessment of other risk
- Risk categorization
- Meeting
Input:
- Project management plan: include the risk management plan as describe in (11.1)
- Assumption Log: used for identify, amange and monitor key assumption and constraint that may affect the project
- Stakeholder register: include detailed of project stakeholder who may be nominated as risk owner
T&T:
- Data Analysis
a. Risk Data quality Assessment
=> evaluates the degree to which the data about individual project risk is accurate and reliable as basis for qualitative risk
b. Risk Probability and Impact Assessment
Risk Probability Assessment => consider the likelihood that a specific risk will occur
Risk Impact Assessment => consider potential effect on one or more project objectives such as schedule, cost, quality or p
Impact will be negative for threats and positive for oppurtuinties.
c. Assessment of other risk Parameter
=> project team may consider other characteristic of risk when prioritize individual project risk for further analysis and ac
* urgency
* Proximity: period of time before risk take impact
* Dormancy: period of time that may elapse after risk occurred
* Mangeability: risk owner can manage the impact of a risk
* Controllability
* Detectability
* Connectivity: the extent on which risk related to other individual project risk
*Strategic impact
* propinquity: the degree risk is perceive or matter by the stakeholder
- Risk categorize
Risk can be categorize by source of risk (using RBS), the area project affected (using WBS), and also other useful category
a. Probability and Impact Matrix: map the probability of each risk occurences and its impact
b. Hierarchical charts
Watch List: low risk listed
11.4 Perform Quantitative Risk Analysis

Is the process of numerically analyze the combine effect of identified individual project risk and other source for uncertai
Key benefit: it quantifies overall project risk exposure, and it can also provide additional quantitative rick information to s

- Project document - Data gathering
- EEF * Interview
- OPA - Interpersonal and Team Skill
- Representation of uncertainty
- Data Analysis
* Simulation
* Sensitivity analysis
* Decision tree analysis
* Influences diagram
- Output from Perform Quantitative risk analysis are used as input to the plan risk response process, particulary in respon
- Quantitatibe Risk Analysis also can undetaken following the Plan Risk Response, to efectively response in reducing overa
- Cost Forecast: forecast such as ETC, EAC, BAC and TCPI may be compare to the resutl of Qunatitative Cost Risk Analysis
- Milestone List: significant events in the project define the schedule targets againts the result ot quantitative schedule ris
T&T:
- Data Analysis
a. Simulation => Quantitative risk analysis use a model that simulate the combine effect of all project risks. Usually perfor
b. Sensitivity Analysis
It helps to determine which individual project risks or other sources of uncertainty have the most potential impact on pro
Tornado diagram present correlation for each element of the quantitative risk analysis model that can influences the pro
c. Decision Tree Analysis
Decision Tree are used to support selection of the best several alternatives courses of action.
The Decision Tree is evaluated by calculating the expected monetary value (EMV Method) of each branch, allowing the o
d. Influences Diagram
Influences diagram represent a project or situation within a project as a set of entities, outcomes, and influences togethe
11.5 Plan Risk Response

is the process of developing options, selecting strategies, and agreeing on actions to address overall project risk exposure
Key benefit: it identifies appropriate ways to address overall project risk and individual project risk.

- Project document - Data gathering: interview
- EEF - Interpersonal & Team skill
- OPA - strategies for threats
- Strategies for oppurtunities
- Contigent response strategies
- Strategies for overall project risk
- Data Analysis
* Alternative analysis
* Cost Benefit analysis
- Decision making
* Multicriteria decision analysis
- Effective and appropriate risk response can minimize individual threats, maximize individual opportunities, and reduce o
- A contigency plan (or Fallback plan) can be developed for implementation if the selected strategy turn out not to be full
Secondary risk should be also identified.
- Project team assignments: show the resources that allocated to the aggreed upon risk
- Resource Calendar: identify when potential resources are avalible to be allocated to the aggreed upon risk
- Risk Report: present the current level of overall risk exposure of the project that will inform selected of the risk respons
- Stakeholder Strategy: identifies potential owners for risk responses
T&T:
- Strategy for Threats:
a. Escalate: escalation is appropriate when team and project sponsor agrees that threats is out of project scope
b. Avoid: risk avoidance is whenthe project team acts to eliminate the treaths or protect the project from its impact. Ex a
c. Transfer: invlove shifting ownership of a threats to third party to maange the risk and bear the impact.
Example Transfer: the use of insurance, performance bonds, warranties, guarantees, etc
d. Mitigate: in risk mitigation , action is taken to reduce the probability of occurrences and/or impact of a threats. Mitigati
e. Accept: This strategy may appropriate for low priority threats, and it may also adopted where it is not possible or cost
The most common active acceptance startegy: eshtablish contigency reserve, include amount of time, money, or resourc
- Startegy for Opportunities:

a. Escalate: when project team and project sponsor agree that an opportunity is outside the scope of the project
b. Exploit: may be selected for high priority opportunity where the organization want to ensure the opportunity become
c.Share: transfer ownership of an opportunity to a third party, so it share some of the benefit if the opportunity occurs
d. Enhance: is used to increase the probability and/or impact of an opportunity, ex enhance opportunity: add more resou
e. Accept: this strategy may be appropriate for low priority opportunities
- Strategies for Overall Project Risk

a. Avoid: where the level of project risk is significantly negative and outside the agreed-upon risk threshold for the projec
b. Exploit: where the level of project risk is significantly positive, this strategy may be adopted
c. Transfer/Share: if the level project risk is high but the organization is unable to address it effectively, a third party may
ex: buyer & seller share the risk, launch joint venture or special purpose company, or subcontracting key element of the p
d. Mitigate/Enhance: these strategies involve changing the level project risk to optimize the change of achieving the proje
e. Accept: where no proactive risk response strategy is possibel to address overall project risk
11.6 Implement Risk Response

is the process of implementing agreed-upon risk response plans. Key: it ensure that agreed-upon risk response are execu

* Risk management plan - Interpersonal & Team Skill
- Project doc * Influencing
* Lesson learned register - PMIS
* Risk Register
* Risk Report
- OPA
11.7 Monitor Risk

Is the process of monitoring the implementation of agreed-upon risk response plan, tracking identified risks, identifying a
Input: - Project management Plan T&T: - Data Analysis
- Project document * Technical performace analysis
- Work performance date (WPD) * Reserve analysis
- Work performance report (WPR) - Audits
- Meeting
T&T:
- Technical Performance Analysis: compare technical accomplishment durinh project execution to the schedule or technic
- Reserve Analysis: compare the amount of contigency reserve remaining to the amount of risk remaining at any time, to
- Audits
ect risk, and documenting their characteristic
essing their probability of occurences and impact
ntifed individual project risk and other source uncertainty
oject risk exposure
oject management process.
y not occurred
ugh incremental development, prototype, or simulation.
Output: - Risk Management Plan

Output: - Risk Register
- Risk Report
tegory of risk and may be express as risk breakdown strucutre

d penalties that can present threats or opportunities
SWOT) prespektive
ource of overall risk
obability of occurrence and impact
Output: - Project doc updates

ay affect the project
s basis for qualitative risk analysis. Ex: questioner measure stakeholder perception
chedule, cost, quality or performance
or further analysis and action. The characteristic may include:
so other useful category (project phase, project budget, etc)
other source for uncertainty on overall project objectives.

ative rick information to support risk response planning.
Output: - Project doc Update

cess, particulary in response to overall project risks.
esponse in reducing overall project risk.
tative Cost Risk Analysis to determine the confidence level associated with the achieving these target
quantitative schedule risk analysis are compared.
oject risks. Usually performed using "Monte Carlo" analysis
t potential impact on project outcomes. One typical display of Sensitivity Analysis is the "Tornado Diagram".
at can influences the project outcome.
ch branch, allowing the optimal path to be selected.
s, and influences together with relationship and effect between them.
erall project risk exposure, as well as o treat individual project risk.
Output: - CR
portunities, and reduce overall project risk exposure.

gy turn out not to be fully effective or if an accepted risk occurs.
ed upon risk
ected of the risk response startegy
f project scope
ject from its impact. Ex avoid: extend the schedule, change project strategy, or reduce scope
pact of a threats. Mitigation may involve prototype development to reduce the risk from scalling up.
e it is not possible or cost effective to address the threats on other ways.
time, money, or resources to handle the threats if it occurs.
pe of the project
the opportunity become realization
he opportunity occurs
ortunity: add more resource to finish the activity
k threshold for the project, an avoid strategy may be adopted
tively, a third party may be involve to manage the risk

cting key element of the project
nge of achieving the project objectives
n risk response are executed as planned in oder to address overall project risk.
Output: - CR
* Issue Log
* Lesson Learned register
* Project team assignment
* Risk Register
* Risk Report
ntified risks, identifying and analyzing new risks, and evaluate risk process effectiveness throuhout the project
Output: - Work performance information (WPI)
- CR
- OPA
o the schedule or technical achievement

emaining at any time, to determine if the remaining reserve is adequate
Chapter-12 Project Procurement Management
Project procurement management include the process necessary to purchare or acquire products, service, or result neede
It include the management and control process required to develop and administer agreement such as contract, purchase
Project Procurement Management include the following:

12.1 Plan Procurement Management -> the process of documenting project procurement decision, specify the approach
Key benefit: it determine whether to acquire goods and service from outside the project , what to acquire and how or whe
Input: - Project charter T&T: - expert judgement

- Bussiness doc - Data gathering: market research
- Project management plan - Data Analysis: Make or buy Analysis
- Project doc - Source selection analysis
- EEF - Meeting
- OPA
Input:
- Bussiness case: procurement strategy and bussiness case need to be alligned to ensure the bussiness case
- Benefit management plan: describe when specific project benefits are expected to be available, which will drive procurem
- Scope management Plan: describe hoe the scope of work by contractor will be manage through execution phase of proje
- Quality management Plan: contain the applicable industry standarts and code the project need to be follow
- Scope baseline: contain the scope statemen, WBS, WBS dictionary. The elements of scope that are known are used to de
- Project team Assignment: contain information on the skill and abilities of the project team and their availability to suppo
OPA (Organizational Process Assets):

- Preapprove Seller List: list of seller that have been properly vetted
- Formal procurment policies, procedures and guideline
- Contract type: all legal contractual relationship generally fall into one of two broad families: either fired price or cost reim
1. Fixed Price Contract: this type of contract setting a fixed total price for a defined product, service or result to be provide
-> Firm Fixed Price (FFP): the most common used contract type is FFP
-> Fixed price incentive fee (FPIF):this type give the buyer and seller more flexibility that it allows for deviation from perfo
Under FPIF contract, a price ceiling is set and all cost above price ceiling are responsibility of the seller.
-> Fixed price with economic price adjustments (FPEPA)
This type is used whenever the seller performance period span a considerable period of years, or if the payment are made
2. Cost Reimbursable Contract
This category of contract involves payment (cost reimbursement) to the seller for all legitimate actual cost incurred for co
This type should be used if the scope of work is change significantly during the execution. Variation can include:
-> Cost plus Fixed Fee (CPFF): seller reimbuse for all allowable costs for performing the contract work and receives a fixed
-> Cot plus incentive fee (CPIF)
The seller reimbuse for all allowable costs for performing the contract work and receive a predetermine incentive fee base
-> Cost plus award fee (CPAF)
The seller is reimbuse for all legitimated costs, but the majority of the fee is earned base on satisfaction on ceratin broad s
3. Time & Material contract (T&M)
Also called time and means are a hybrid type of contractual arrangement with aspect of both cost-reimbursable and fixed
T&T:
- Data Analysis --> Make or Buy Analysis
is used to determine whether work or deliverable can best be accomplished by the project team or sholud be purchase fro
Make or Buy Analysis is used to determine whether work or deliverable can best be accomplished by the project team or s
- Sources Selection Analysis
Commonly used selection method include the following:
a. Least cost => this method appropriate for procurement of standart or routine nature where well eshtablished practice a
b. Qualification only => applies when the time and cost full selection process would not make sense because the value of
c. Quality base/Highest technical proposal score.
The selected firm is asked to submit a proposal with both technical and cost detailed is then invited to negotiate the contr
d. Quality and cost base => this method allow cost to be included as a factor in the seller selection process
e. Sole source => the buyer asks a specific seller to prepare technical and financial proposal, which are then negotiate.
f. Fixed budget=> require disclosing the available budget to invite sellers in the RFP and select the highest ranking technica
This method is appropriate only when the SOW is precisely defined, no changes are anticipated, and the budget is fixed an
Output:
- Procurement managament Plan: contain the activities to be undertaken during the procurement process.
- Procurement Strategy: once the make or buy analysis is complete and the decision is made to acquire from outside the p
Procurement Strategy included:
a. Delivery methods
b. Contract payment type
-> Fixed price contract: suitable when the type of work is predictable and the requirement are well define and n
-> Cost Plus Contract: suitable when the work is evolving , likely to change, or not well defined
-> Incentive and awards: may be used to allign the objective of buyer and seller
c. Procurement Phase
- Bid Document: are used to solicit proposals from prospective seller. Term such as bid, tender, or quotation are generally
Bid document presented below:
-> Request for information (RFI):used when more information on goods and service to be acquire is neede from
-> Request for quotation (RFQ): commonly used when more information is needed on how vendors would satis
-> Request for Proposal (RFP): is used when there is a problem in the project and the solution is not easy to det
12.2 Conduct procurement

is the process of obtaining seller response, selecting seller, and awarding a contract. The key benefit of this process is that
Input: - Project management Plan T&T: - Expert judgement

- Project documents - Advertising
- Procurement documentation - Bidder conferences
- Seller proposal - Data Analysis: proposal evaluation
- EEF - Interpersonal & team skill : negotiation
- OPA
Input:
- Scope management plan: describe how the overall scope of work will be manage, include scope that performed by seller
- Requirement management plan: describe how requirement wilbe analyze, documented and manage
- Cost baseline: include the budget for the procurement as well as cost associated with managing procurement process an
- Bid document: proc document include RFI, RFP, RFQ or othr document sent to seller so they can develop bid response
- Procurement SOW: provide seller with clearly stated set of goals, requirement, and outcomes from which they can provi
- Seller proposal: prepare in response to a procurement document package
- Bidder conferences: meeting between the buyer and seller to proposal submittal.
12.3 Control Procurement

is the process of managing procurement relationship, monitoring contract performance, and making change and correctio
Key benefit: it ensure that both seller and buyer performance meet the project requirement accordng to the term of the l
- Project doc - Claim administration
- Agreement - Data Analysis
- Procurement documentation * Performance review
- Approve CR * Earned value analysis
- Work Performance data * Trend analysis
- EEF - Inspection
- OPA - Audit
- Claim administration
Contested change and potential constructive change are those request change when the buyer and seller can not reach a
These contested change are called claims.
- Data Analysis
* Performance Review
*EVA (Earned Value Analysis): schedule and cost variances along with schedule and cost performance indexes are calculat
* Trend Analysis: can develop forecast estimate at completion (EAC) for cost performance to see if performance is improv
- Inspection: is structure review of the work being performed by the contractor
- Audits: structure review of the procurement process
- Closed procurement: provide the seller with formal written notice that the contract has been complete
ts, service, or result needed from outside the project team.
such as contract, purchase order, memoranda of agreements (MOA), or internal service level agreement (SLA).
ion, specify the approach and identify potential seller

o acquire and how or when to acquire it.
Output: - Procurement management plan

- Procurement startegy
- Bid document
- Procurement statement of work
- Source selection criteria
- Make or buy Analysis
- Independent cost estimate
- CR
- OPA
, which will drive procurement dates and contract language

h execution phase of project
to be follow
are known are used to develop statement of work (SOW) and term of references (TOR)
their availability to support procurement activities
her fired price or cost reimbursable

ice or result to be provided
s for deviation from performance, with inancial incentive tied to achieve agreed-upon metrics
r if the payment are made in different frequency.
actual cost incurred for complete work, plus a fee representing seller profit.
tion can include:
work and receives a fixed fee payment calculated as a percentage of the initial estimate project cost.
termine incentive fee base on achieving certain performance objective.

sfaction on ceratin broad subjective.
st-reimbursable and fixed price contract
or sholud be purchase from outside source.

ed by the project team or should be purchase from outside sources.
ell eshtablished practice and standarts exist

nse because the value of the procurement is relatively small
ted to negotiate the contract if technical proposal proves acceptable.
ch are then negotiate.

e highest ranking technical proposal within the budget
and the budget is fixed and can not be exceed.
acquire from outside the project, a procurement startegy should be identified.
ment are well define and not likely change
or quotation are generally used when the seller selection is base on price
o be acquire is neede from the sellers.

n how vendors would satisfy the requirement and/or how much it will cost
solution is not easy to determine
nefit of this process is that it select a qualified seller and implement legal agreement for delivery.
Output: - Selected seller

- agreement
- CR
- OPA updates
e that performed by seller
g procurement process and seller

n develop bid response
rom which they can provide a quantifiable response
king change and correction as appropriate, and closing out contract.

ordng to the term of the legal agreeement.
Output: - Close procurement
- Work performance information (WPI)
- Procurement doc updates
- CR
- OPA update
and seller can not reach agreement on compensation for the change can not agree that change has occurred.
mance indexes are calculated to determine the degree of variance from target.
e if performance is improving or deteriorating
Chptr-13 Project Stakeholder Management
The Project stakeholder management Process are:

13.1 Identify Stakeholder: process identify project stakeholder regulary and potential impact on project success
13.2 Plan Stakeholder Management: develop approach to involve project stakeholder base on their needs, expectation, in
13.3 Manage stakeholder Mangement: process of communicate and working with stakeholder based on their needs, expe
13.4 Monitor stakeholder Enggagement: process of monitoring project stakeholder relationship and tailoring strategies fo
Key Concept:
- Every project has a stakeholder who are impacted by or can be mipacted the project in positive or negative way.
- Some stakeholder may have limited influences on the project, the others may have significant influences on the project o
- Stakeholder satisfaction should be identified and manage as project objectives
- it's focus on continuos communication with all stakeholder, include team members, to understand their need and expect
13.1 Identify Stakeholder

Key: enable the project team to identify the appropriate focus for enggagement of each stakeholder or group stakeholder
Input: - Project charter T&T: - Expert judgement

- Bussiness Doc - Data gathering
- Project management Plan * Questionnaires and survey
- Project doc * Brainstorming
- Agreement - Data Analysis
- EEF * Stakeholder analysis
- OPA * Doc analysis
* Stakeholder mapping/representation
- Meeting
T&T:
- Data Gathering Technique
a. Questionaire and survey: include one on one review, focus group session, or other mass information collection techniqu
b. Brainstorming: used to identify stakeholder can include both brainstorming and brain wariting
-> Barainstorming
-> Brain writing
- Data Analysis
a. Stakeholder Analysis: result on list stakeholder and their interest on the project
can include: interest, Rights, Ownership, Knowledge, Contribution
b. Document analysis
- Data Representation: stakeholder mapping or representation
Common Metod to identify stakeholder:
-> Power/interest gris, power/influences grid, or impact/influences grid: stakeholder mapping
-> Stakeholder cube: this model combine the element into three dimensional model
-> Salience model: describe classes of stakeholder based on assessment of their power (level of authority or influences)
-> Direction of influences
-> Prioritization: this method is usefull on project with large number of stakeholder
13.2 Plan Stakeholder Enggagement

is the process of developing approach to involve project stakeholder base on their need, expectation, interest and potenti
Key: provide actionable plan to interact effectively with stakeholder

- Project management plan - Data Gathering: becnhmark
- Project Doc - Data Analysis
- Agreements * Assumption & constraint
- EEF * Root cause analysis
- OPA - Decision Making: Prioritize/ranking
* Mind Mapping
* Stakeholder enggagement assessment matrix
- Meeting
T&T:
- Data Analysis
a. Assumption & constraint analysis
b. Root Cause Analysis: identifies underlying reasons for the level of support of project stakeholder in order to improve the
a. Mind Mapping: is used to visually organize information about stakeholder and their relationship to each other and the o
b. Stakeholder enggagement matrix: support comparison between the current enggagement and desired enggagement le
Can be classified as below:
-> Unaware
-> Resistant: aware to the project, but resistant to any change
-> Neutral: aware to the project, but neither support nor unsupport
-> Supportive: awar of the prject, potential impact and support the project and outcomes
-> Leading: awar of the project, potential impact, active enggage in ensure the project is a success
Output:
- Stakeholder Managemene Plan: identifies startegy and action required to promote productive involvement in stakeholde
13.3 Manage Stakeholder Enggagement

is the process of communicating and working with stakeholder to meet their needs and expectation, address issues, and fo
Key: it allow project maanger to increase support and minimize resistences from stakeholders.

- Project doc - communication skill
- EEF - Interpersonal & Team Skill
- OPA * Conflict management
* Cultural awareness
* Negotiation
* Observation/conversation
* Political awareness
- Ground rules
- Meeting
13.4 Monitor Stakeholder Engagement

is the process of monitoring project stakeholder relationship and tailoring strategies for enggagement throuh modificatio
Key: it maintain or increase the eeficiency of stakeholder enggagement activities as the project evolves and its environme
Input: - Project Management Plan T&T: - Data Analysis

- Project Doc * Alternative analysis
- Work Performance Data * Root cause analysis
- EEF * Stakeholder analysis
- OPA - Decision Making
*Multicriteria decision analysis
*voting
* Stakeholder enggagement assessment matrix
- Communication Skill
* Feedback
* Presentation
- Interpersonal & team skill
* active listening
* culture awareness
* Leadership
*Network
- Meeting
T&T:
- Decision Making
a. Multicriteria Decision: criteria for successful stakeholder enggagement are prioritize and weighted to identify the most
b. Voting: used to select the best response for a variance in stakeholder enggagement
- Communication Skill
a. Feedback: is used to ensure that information to stakeholder is received and understood
b. Presentations: provide clear information to stakeholder
project success
heir needs, expectation, interest and potential impact
ased on their needs, expectation, address issue, and foster appropriate stakeholder enggagement involve
and tailoring strategies for enggage stakeholder
e or negative way.
nfluences on the project outcome
and their need and expectation
lder or group stakeholder
Output: - Stakeholder management

- CR
mation collection technique
authority or influences)
ation, interest and potential impact on the project.
Output: - Stakeholder enggagement plan
sessment matrix
der in order to improve their level of enggagement
ip to each other and the organization

d desired enggagement level for successful project delivery
t is a success
involvement in stakeholder in decision making and execution
tion, address issues, and foster appropriate stakeholder involvement
Output: - CR
ement throuh modification of enggagement strategies and plan.
evolves and its environment change.
Output: - Work performance information

- CR
sessment matrix
hted to identify the most appropriate choice

Chptr-3 The Role of Project Management
Definition of Project Manager

- Functional Manager: focuse on provide management oversite for a functional or bussiness unit
- Operation Manager: are responsible for ensuring the bussiness operation are efficient
- Project Manager: is the person assigned by the performing organization to lead the team that is responsible for achievin
Knowledge and Skill:

- Project manager provide to the team with leadership, planing and coordination through communication.
-Project manager leads the project team to meet the project objectives and stakeholder expectation.
- Project manager works to balance the competing constraint on the project with the resource available.
- The project manager use soft skill to balance the conflict and competing goals of the project.
Project Manager Competencies:

The talent triangle focuse on three skill sets:
1. Technical Project Manager
2. Leaddership
3. Strategic and Bussiness management
Comparison Leadership and Management

- Leadership Style
=> Laissez-Faire
Allow team to make their own decision and eshtablish their own goals, Hand Off Style, Team alreedy solid
=> Transactional
focus on goals and accomplishe to determine reward, management by exception. Effective on crisis and emergency situa
=> Servant Leader: demonstrate commitment to serve and put other people first; focus on other peoplle growth
=> Transformational: inspirational movitation, empowering follower through idelize attribute and behaviour
=> Charismatic: able to inspire; high energy, enthusiastic; self confident; hold stromg conviction
=> Interactional: combination of transactional, transformational, and charismatic
Performing Integration
The role of Project manager is twofold when perform Integration:
1. Play key role in working with the project sponsor to understand the strategic objective
2. Responsible to guide the team to work together and focus on what is really essential in the project level
s responsible for achieving the project objective
isis and emergency situation

r peoplle growth
d behaviour
Chapter-4 Project Integration Management
- project integration Management include process and activity identify, define, combine, unify and coordinate the various
The Project Integration Overview:

4.1 Develop Project Charter: create document that formmaly auhtorize the existence of project and provide the project m
4.2 Develop Project management Plan:
4.3 Direct and Manage Project Worked
4.4 Manage Project Knowledge
4.5 Monitor and Control project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase
Project integration management is specific to Project Manager. Project manager is the one who combine all knowledge ar
4.1 Develop Project Charter

is the process develop a document that formally authorize the existence of project and provide project manager with the a
Input: - Bussiness Doc: bussiness case T&T: - Expert Judgement

- Agreement - Data Gathering
- EEF * Brainstormin
- OPA * Focus Group
* Interview
* Conflict management
* Facilitation
* Meeting management
- Meeting
- The approve Project charter formally initiates the Project. Project charter can be develop by Project sponsor or project m
- Bussiness Case: it's describe the necessary information from a bussiness standpoint to determine whether the expected o
Bussiness case created as result one or more of the following: (TELCOMS)
=> Technology Advance
=> Ecological impact
=> Legal requirement
=> Customer request
=> Organizational Needed
=> Market Demand
=> Social Need
- Agreement: used to define initial intentionfor a project. Agreement may take form of contract, memorandum of understa
4.2 Develop Project Management Plan

is the process of defining, preparing , and coordinating all plan component and consolidate them into integrated project m
- Output from other process - Data gathering
- EEF * Brainstorming
- OPA * Checklist
* Focus Group
* Interview
*Conflict management
* Facilitation
* Meeting Management
- Meeting
- The project management plan define how the project is executed , monitores, controlled and closed.
T&T:
- Data Gathering
* Brainstorming: frequently use when developing the project management plan to gather ideas and solution about the pro
* Checklist: used to develop plan or may help to verify that all required information is included in the rpoject management
* Focus Group: bring stakeholder together to discuss the project management approach and the integration project mana
* Interview
- Meeting
KOM usually associated with the end of planning and the start of executing.
Baseline:
* Scope Baseline: the approve of a scope statement, work breakdoen structure (WBS),a nd its WBS dictionary, which is use
* Schedule Baseline: the approve schedule model that used as a basis of comparison to te actual result
* Cost Baseline: approved version of time phased project budget that is used for comparison to actual result
4.3 Direct and Manage Project Work

Is the process of leading and performing the work define in the project management plan and implementing approved cha
Key: it provide overall management of the project work and deliverables
Input: - Project management plan T&T: - Expert Judgement

- Project doc - PMIS
- Approved CR - Meeting
- EEF
- OPA
- Approve CR: are output from Integrated change control process and include those request approve and review by the pro
The approve CR may be corrective action, preventive action, or defect repair. Approve CR schedule and implemented by th
Output:
- Deliverables: is any unique and variable product, result or capability to performa service that is required to be produced t
- WPD: raw observation and measurement identified during activities being performed to carry out the project work.
example of WPD include work completed, KPI, technical measurement, actual start and finish date, status, schedule progre
- CR: is a formal proposal to modify any document, deliverable, or baseline. CR can be initiaed from inside or outside the p
CR may include:
* Corrective action
* Preventive action
* Defect repair
* Updates
4.4 Manage Project Knowledge

is the process of using existing knowledge and creating new knowledge to achieve the project objective and contribute to

- Project Doc - Knowledge management
- Deliverables - Information Management
- EEF - Interpersonal & Team Skill
- OPA * Active listening
* Facilitation
* Leadership
* Networking
4.5 Monitor and Control Project Work

is process tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the proje
Key benefit: it allow stakeholder to understand the current state of the project, and take action to address any issue and h
Input: - Project management plan T&T: - Expert judgement

- Project doc - Data Analysis
- Work Performance Information (WPI) * Alternative analysis
- Agrreements * Cost benefit analysis
- EEF * Earned value analysis
- OPA * Root cause analysis
* Trend Analysis
* Variance Analysis
- Decision making: voting
- Meeting
- Monitoring is an aspect of project management performed throughout the project.

- Continous monitoring gives the project management team insight into the health of the project and identifies any areas t
- Work Performance Information
To become WPI, WPD are compared with the project management plan components, project document, and other projec
Performance data are collected during the project through the controlling process and compare to the plan and other vari
- Procurement Agreement: include term and condition, and may incorporate other item that the buyer specify regarding w
T&T:
- Data Analysis:
* Alternative Analysis: is use to select corrrective action and preventive action to implement when the deviation occurs
* Cost benefit Analysis: helps to determine the best corrrective action in term of cost
* Earned Value analysis: provide integrated perspective on scope, cost nd schedule performance
* Root Cause Analysis: focuse on identifying the main reason of a problem
* Trend Analysis: is used to forecast future performace based on past rules. The result of trend analysis can be used to rec
* Variance Analysis: review the differences between plan and actual performance.
Output:
- WPR: compilation from Work performace Information, can contain earne value graph, trend line and forecast, reserve bu
they can be presented as dashboard, heat report, stop light charts or other representation format.
- CR: can perform 3 ways corrective action, preventive action, repair defect.
4.6 Perform Integrated Change Control

is the process of reviewing all change request, approving change and managing change to deliverable, project document a
Input: - Project management plan T&T: - Expert Judgement

- Project doc - Change control tools
- WPR - Data Analysis:
- CR * Alternative analysis
- EEF * Cost benefit analysis
- OPA - Decision Making
* voting
* autocratic decision making
* Multicriteria decision analysis
* Meeting
- when required the perform integrated change control process include a change control board (CCB), which is a formally c
- Change management plan: provide direction to managing the change control process and document the role & responsib
- Baseline: 3 baseline define which is scope, cost, schdule baseline
- Basis of estimate: indicat how the duration,cost and resources estimate derive and can be use to calculate the impact on
T&T:
- Data Analysis
* Alternative analysis: to assess the CR and decide which are accepted, rejected or need to bemodified to finally accepted
* Cost benefit Analysis: helps to determineif the requested change is worth its associated cost.
- Decision Making
* Voting: can take form of unanimity, majority or plurality to decide ob whether to accept, defer or reject change request.
* Autocratic decision making: one individual takes the responsibility for making decision for entire group.
* Multicriteria decision analysis: uses a decision matrix to provide a systematic analytic approach
4.7 Close Project

is the process of finalizing all activities for the project, pahe or contract.

- Project management plan - Data Analysis
- Accepted deliverables * Documentation Analysis
- Bussiness Doc: * Regresion Analysis
* Bussiness case * Trend Analysis
* Benefit management plan * Variance Analysis
- Agreement - Meeting
- procurement doc
- OPA
- When closing the project, the project manager review the project management plan to ensure that all project work is com
- Bussiness Doc:
* Bussiness case: document the bussiness needs and the cost benefit analysis than justify the project.
* Benefit management plan: outline the target benefits of the project.
- Procurement Documentation: to close contract, all procurment documentation is collected, indexed and filed.
T&T:
- Data Analysis
* Document Analysis
* Regression Analysis: it analyze the interrellationships between different project variables that contributed to the project
* Trend Analysis:can be used to validate the models used in organization and to implement adjustment for future project.
* Variance Analysis: can be use to improve the metrics of the organization by comparing initial plan and result.
nd coordinate the various process and project management activities.
and provide the project manager with authority
combine all knowledge area and has the overall view of the project.
project manager with the authority.
Output: - Project Charter

- Assumption log
oject sponsor or project manager in collaboration with the initiating entity.

ne whether the expected outcomes of project justify the required investment.
memorandum of understanding (MOUs), service level agreement (SLA), Letter of Intent (LOI) or other written agreement.
m into integrated project management plan.

Output: - Project Management Plan
and solution about the project approach

n the rpoject management plan
e integration project management plan
BS dictionary, which is used to basis for comparison
actual result
mplementing approved change to achieve project objective.
Output: - Deliverables
- Work performance data (WPD)
- Issue Log
- CR
- OPA
rove and review by the project manager or CCB (change control board)
ule and implemented by the project team.
required to be produced to be complete a process, or project.

out the project work.
te, status, schedule progress
om inside or outside the project and they can be optional or legally/contractually mandate.
bjective and contribute to organizational learning.
Output: - Lesson learned register

- OPA update
ctives defined in the project management plan.

to address any issue and have visibility to future project status with cost and schedule forecast.
Output: - work performance report

- Change Request
t and identifies any areas that may require special attention.
cument, and other project variables.

to the plan and other variables to provide a context for work performance.
buyer specify regarding what the seller is to perform to provide.
en the deviation occurs
nalysis can be used to recommend preventive actions if necessary.
ne and forecast, reserve button charts, defect histogram and risk summary.
rable, project document and project management plan; and communicate decision.
Output: - Approved CR
CCB), which is a formally charterd group responsible to review,evaluate, approve, reject change on the project.
ument the role & responsibility CCB
to calculate the impact on time, budget and resources.
odified to finally accepted
or reject change request.
Output: - Project doc updated

- Final product, service or result
- Final report
- OPA
that all project work is complet and has met its objectives.
dexed and filed.
contributed to the project outcomes

stment for future project.
lan and result.
en agreement.
Project Management Group
Knowledge Area
Initiate Planning
4. Project Integration 4.1 Develop Project charter 4.2 Develop Project Management Plan
Management
5.1 Plan Scope Management

5. Project Scope 5.2 Collect Requirement
Management 5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Mangement
6.2 Define Activities
6. Project Schedule
6.3 Sequences Activities
Management
6.4 Estimate Activity Duration
6.5 Develop Schedule
7.1 Plan Cost Management
7. Project Cost
7.2 Estimate Cost
Management
7.3 Determine Budget
8. Quality Management 8.1 Plan Quality Management
9.1 Plan Resource Management

9. Project Resource
9.2 Estimate Activity Resource
Management
10. Communication 10.1 Plan Communicatio Management

Management
11.1 Plan Risk Management
11.2 Identify Risk
11. Project Risk
11.3 Perform Qualitative Risk Analysis
Management
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Response
12. Procurement 12.1 Plan Procurement Management
Management
13. Stakeholder 13.1 Identify Stakeholder 13.2 Plan Stakeholder Enggagement
Management
Project Management Group
Executing Monitoring & Control Closing
4.3 Direct & Manage project 4.5 Monitor & Control Project
4.6 Close Project
4.4 Manage Project Knowledge 4.6 Integrated change control
5.5 Validate scope

5.6 Control Scope
6.6 Control Schedule
7.4 Control Cost
8.2 Manage Quality 8.3 Control Quality
9.3 Acquire Resources 9.6 Control Resources

9.4 Develop Team
9.5 Manage Team
10.2 Manage Communication 10.3 Monitor Communication
11.6 Implement Risk Response 11.7 Monitor Risk
12.2 Conduct Procurement 12.3 Control Procurement
13.3 Manage stakeholder

Enggagement
No Corridor Material Lentgh (m) Cost (/m) SUM Total
Optic 300 m Rp17,000 Rp5,100,000
1 2-D AC Power 300 m Rp17,000 Rp5,100,000 Rp11,100,000
Mounting RRU & Antenna Rp450,000 Rp900,000
Optic 700 m Rp17,000 Rp11,900,000
2 2-E AC Power 300 m Rp17,000 Rp5,100,000 Rp17,900,000
Mounting RRU & Antenna Rp450,000 Rp900,000
Total Rp29,000,000
Name: Andi
No Session Question Correct 0 Score
1 Mock Test-2 (Grey Campus) 100 57 43 57
2
3
4
5

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PMBOOK 6th SUMMARY

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Chapter-5/ Project Scope Management

5.1 Plan Scope Management

Input: - Project Charter T&T: - Expert Judgement

5.2 Collect Requirement

Input: - Project Charter T&T: - Expert judgement

- Interpersonal and Team Skill

5.3 Define Scope

Input: - Project Charter T&T: - Expert Judgment

- Product Analysis: can be used to define products and services

5.4 Create WBS

Input: - Project Management Plan T&T: - Expert judgement

5.5 Validate Scope

Input: - Project Management Plan T&T: - Inspection

5.6 Control Scope

Input: - Project management plan T&T: - Data Analysis

Output: - Scope Management Plan

fine, develop, monitored, controlled, and validated

Output: - Requirement Doc

nalytical approach for eshtablish criteria

le map to grenerates idea

a bussiness system and how people and others system

Output: - Project scope statement

, and constraint -> it describe the project deliverables in detailed

Output: - Scope baseline

se probability of final product, service or result acceptances by validate each deliverables.

Output: - Accepted deliverables

r or sponsor to ensure that there are completely satisfactorily.

d approved by customer or sponsor

W12 W13 W14 W15

W11 W12 W13 W14 W15

PMP Exam Preparation

W16 W17 W18 W19 W20

W16 W17 W18 W19 W20

6-1. Plan Schedule Management

Input: - Project charter T&T: - Expert Analysis

6-2. Define Activities

Input: - Project Management plan T&T: - Expert judgement

6.3 Sequences Activities

Input: - Project Management Plan T&T: - PDM

- Dependencies may be characterized as below:

6.4 Estimate Activty Duration

6.5 Develop Schedule

Input: - Project management Plan T&T: - schedule network analysis

6.6 Control Schedule

Input: - Project management plan T&T: - Data Analysis

elop, manage, executing and control project schedule.

OutPut: - Schedule management Plan

produce the project deliverables.

Output: - Activity List

rk, often invlove physical limitatios

leshe base on best practic

ecessor activity (Successor: activity after, Predecessor:activity before)

activities with estimated resources

of scpecific resources, type of resources, and resources with specific attributes

ing historical data from similar project

e lower level of the WBS

scheduling compression technique

Output: - Schedule baseline

each activites used to create schedule model

work paths within schedule model

to balance the demand for resource.

sources. Ex: add more resources

e base on the product roadmap and the product evolution.