PMBOK Progressive Elaboration

Project Project Management

Operations Value of Projects

ITTO Processes
Rolling Wave planning - projects get more detailed as time Project Management Body of Knowledge
progresses

Application of knowledge, skills, tools and techniques to the Temporary endeavor to create a unique product, service or
project work to meet the project requirements result

The reason a company does a project in the first place. PM Day to day work that is ongoing. Not unique, no start end
must ensure deliverables are providing value. dates

Takes input, applies tools and techniques in order to gain an Inputs, tools and techniques, outputs
output.
 Phase Process Group

Phase Gates Knowledge Area

Deliverable 10 knowledge areas

Predictive life cycle Development life cycles

 division within the project where extra control is needed to
Set of processes: Initiating, planning, executing, manage the completion of 1+ deliverables. Each uses all 5
maintaining/controlling, closing process groups

Set of processes defined by knowledge needed to manage that held at the end of each phase to determine if the project is
area. meeting goals and should continue

integration, scope, schedule, cost, quality, resources, product that is presented to customers or stakeholders for
communication, risk, procurement, stakeholders acceptance.

Series of phases the project will go through from start to finish Scope, time and cost are known early in the project
Adaptive life cycle Baselines

Program Historical information

Portfolio Lessons learned

Standard Regulations
 Scope is known early, but time and cost are refined as project
Time, scope, cost goes along.

collection of projects containing a common goal managed by a

What has been learned from previous projects program manager

takeaways documented at the end of each phase to help in collection of programs and projects implemented to achieve a
future projects/phases - what went well, what didn’t go well strategic goal managed by a portfolio manager

Official documents that provide gidelines that must be guidelines provided by an approved body. Compliance is
followed standard, but not mandatory.
 System 3 types of PMOs

Governance Supportive PMO

PMO Controlling PMO

Stakeholder Directive PMO

 includes all formal procedures and tools put in place to
supporting, controlling and directive manage projects/programs/portfolios

the framework, functions and processes that a company will

low project authority, provides templates and training follow in order to complete a project to help meet strategic
and operational goals

Project management office - provides guidance and support

gives PMs frameworks and templates they must use for project managers. Is a project stakeholder

individual or group that may be positively or negatively

directs the PM, and is in control of the project influenced by the project
Examples of stakeholders Constraint

Organizational structures 7 constraints

Authority structures Life cycle

Agile Project success

 Sponsor, customers/users, sellers, organizational groups,
limits on a project functional managers, senior management, program manager,
project team, PM, project coordinator, project expeditor

Resources, time, scope, cost, risk, quality, customer Organic/simple, virtual, project oriented, functional, matrix,
satisfaction hybrid

all the stages or phases a project goes through from beginning Functional, weak matrix, balanced matrix, strong matrix,
to end project oriented

measured by finishing the project within the constraints Term used to refer to different kinds of iterative development
 EEF Change Request

EEF Examples 3 change request types

Effective Meetings Work performance data

Work performance report Work performance information

Request to change control board to change time, schedule, Internal or external factors not in the control of the project
scope team

Organizational culture, structure, governance.

Government/industry standards, regulations. Infrastructure,
Corrective action, preventative action, defect repair personnel, stakeholder risk tolerance, PM software, company
work authorization systems.

Predistributed agenda, set start time for meeting and topics,

Status of completed work without analysis stay on topic, all attendees have input on all topics, distribute
meeting minutes

of the work performed compared to the plan Overall status report of the project
 Updates Leadership styles

Role of the PM Laissez-Faire Leadership

PMI Talent Triangle Transactional Leadership

Transformational Leadership Servant leader

 Laissez-Faire, Transactional, Servant leader, Project management plan, Project documents, EEF, OPA
Transformational, Charismatic, Interactional

the project team to complete the project work, deliver the final
Hands off, allows the team to make decisions product/service/result

Focused on the goals of the project and how to reward team Technical Project Management, Leadership, Strategic and
members Business Management

Focused on removing obstacles from the team and giving the Tries to empower the project team, motivate and inspire them
team what is needed to complete the work
Charismatic Leadership Business Documents

Interactional Leadership Business Case

Integration Business Case examples

Benefit Cost Ratio Business Case determination methods

Used in developing project charter, include business case, and High energy, enthusiastic influencer
benefits management plan

Combination of different styles, like charasmatic and

Why a business should do this project. transactional

Market demand, organizational need, customer request,

technological advance, legal requirement, environmentla Unification of all knowledge areas
impact, social need

BCR, IRR, Opportunity Cost, Payback period, EVA, PV, Ratio of Benefit to Cost
NPV, ROI
 Internal rate of return Economic value add

Opportunity Cost Present value

Payback period Net present value

Project Management Benefits Plan Return on Investment

 Net value of the company over time Return of the project investment as an interest rate

The value in the present of a sum of money, in contrast to

some future value it will have when it has been invested at The value of what you give up in order to do something else
compound interest.

The difference between the present value of cash inflows and How long it will take to return the investment capital
the present value of cash outflows over a period of time

a performance measure used to evaluate the efficiency of an

investment or compare the efficiency of a number of different Used to describe the main benefits the the project will produce
when completed. Input for project charter
investments
 Agreements Issue log

Project Charter Knowledge Management

Assumption log Knowledge Management opportunities

Information Management examples Information Management

 Contracts, memorandums of understanding, service level
List of issues to be described, assigned, prioritized and agreements, letters of intents, other verbal or written
addressed agreements.

Includes project justification/service, PM name, PM authority

Sharing of generally tacit knowledge between stakeholders. assignment, sponsor signature, high level requirements (scope,
budget, milestones), high level risks, stakeholders, exit critera

List of assumptions and constraints perceived to be true that

, meetings, discussions, seminars, workshops and trainings might affect the project.

Ensuring info is available to stakeholders when needed Websites, libraries, articles, documents
Lessons Learned Register Final Transition

Monitor and Control Work Final Report

Approved change request Product Scope

Plan Scope Management Project Scope

 Where lessons learned are stored. Completed lessons learned
Transition of the final output of project or phase registers should be given to the PMO.

Process of tracking, reviewing and reporting the progress of

Summarizes the overall performance of the project. project work.

features and functions that charaterize a product, service or Triggers the PM to update the project management plan and
result. associated documents

work that his needed to deliver a product, service or result Outputs a Scope Management Plan
with specified features and functions.
 Collect Requirements Conversation

Nominal Group technique Facilitation

Delphi technique Prototypes

Define Scope Context Diagrams

 Defining and documenting stakeholders needs to meet the
Talking directly with stakeholders to grasp requirements. project objectives.

Bringing stakeholders together to gather and prioritize how to rank and priotize ideas in brainstorming
requirements.

Working models of a product that stakeholders can interact Collect requirements from SMEs anonymously -- stakeholders
with. cannot influence one another.

visually show how a business process, other systems and Process where you create the project scope statement
people interact. Shows inputs and outputs
 Project Management Plan Work breakdown Structure

Project Scope statement Decomposition

Project Scope statement contents Scope baseline

Validate Scope WBS Dictionary

 most important document - defines how project is executed,
Breaks down deliverables into smaller pieces monitored, controlled and closed. Includes 18 components

taking project deliverables from the scope statement and Includes project and product scope
dividing them into work packages

scope description, deliverables list, acceptance criteria,

includes project scope statement, WBS and WBS dictionary exclusions, constraints, assumptions

Document containing additional information about each work Where project deliverables are formally inspected/accepted by
package. the project sponsor/customer
Rolling Wave planning Milestone List

Activity List Sequence Activities

Activity Attributes PDM

FF FS
 Form of progressive elaboration - work packages happening
All project or phase milestones soon can be decomposed now - later work packages will be
decomposed later

Process to put activities in order - yields a project schedule. List of all scheduled activities on a project. Detailed list of
Also shows relationships between activities work needed to complete each work package

Technique used to build a sequence using activities More detailed information about each activity.

A and B need to finish at the same time, but don’t have to start
Once you finish A, you can start B at the same time
 SS Mandatory Dependencies

SF Discrectionary Dependencies

Dependency Determination External Dependencies

Leads and Lags Internal Dependencies

Hard logic/dependency - you have to finish something before A must start before B can start
starting the next (install RAM, turn on PC)

Soft logic - don't have to do something before something else B can't finish until A is started (rare)
(install OS updates before installing Office)

Activities are dependent on factors outside the team's control You need to know what the activities are and what the
(waiting on a permit) sequence is

Activities are dependent on factors inside the team's control Show an overlap or delay in the schedule
(testing a pc after software is installed)
Project Schedule Network Diagram Parametric Estimating

Estimate Activity Durations Three-point Estimating

Analogous Estimating Beta Distribution (PERT) Formula

Triangular Distribution Standard Deviation

 Uses a math algorithm to calculate cost or duration Shows all activities and the order they are performed

Uses Optimistic, most likely (realistic) and pessimistic values Analyze each activity to determine how long it will take to
to calculate cost or duration accomplish

Optimistic + 4 * Realistic + Pessimistic /6 OR (O+4*R+P)/6 Top down estimating; relies on historical information to assign
duration to activities - quick but less accurate

(Pessimistic - Optimistic) / 6 (OPT + Real + Pess) / 3

Bottom Up Estimating Basis of Estimates

Reserve analysis Risk Register

Duration Estimates Project Team assignment

Critical Path Method Resource Requirements

 Most accurate - breaks down the work to the lowesd levels
Details how estimates were created and aggregating the work back up to find a duration

Lists all identified project risks, impact and response. Adding extra time to an activity because of risk

Listing of the project team who will be doing the work Output of EAD; length of time for each activity

What resources are required to do the work Longest path through a network diagram
Critical Chain Method Schedule Compression

Resource Levelling Crashing

Resource Smoothing Fast Tracking

Schedule Baseline Agile Release Planning

 Making the schedule shorter Used to place a project buffer at the end of the project

Used when resources are limited and overallocated -

Adding more resources to complete them faster extemdomg the activity dates or reallocating to accommodate
resource constraints

Doing activities in parallel instead of sequencing Used to ensure the crirical path does not change

Part of the PMP, includes start and end dates, only changed by
Releasing the product in increments approved change request
 Project Schedule Control Schedule

Bar or GANTT chart Earned Value Analysis

Milestone Chart Iteration Burndown Chart

Float Performance Review

Progressive process of controlling the project work to ensure it Includes the start and end dates for all activities on the project
will finish on the schedule baseline.

Series of formulas that are use to numerically analyze the Displays activity start dates, end dates, and durations
performance of a project's related time and costs.

Used on an agile project to track the work that needs to be Only displays a symmary of the major deliverables. No
done duration, just point in time

The amount of time you can delay an activity without delaying

Compares planned work to actual completed work the project end date. Critical path activities have no float.
 Early Start Late Finish

Late Start Slack Start Formula

Early Finish Slack Finish Formula

Backwards Pass Forward Pass

The latest you can finish an activity without delaying the The earliest you can start an activity without delaying the
project end date. project end date.

The latest you can start an activity without delaying the

Slack = LS-ES project end date.

The earliest you can finish an activity without delaying the

Slack = LF-EF project end date.

Moving backwards to the end result to calculate late start or

Must be done first - finds all early start and finish dates find slack
 Lead Fixed Cost

Lag Direct Cost

Variable Cost Indirect Cost

Value Engineering Sunk Cost

 Cost that stays the same as the project progresses Overlap between activities (Can start B when A is half done)

Included in the cost baseline, a cost the project will directly Delay between activities (can't start B until 2 days after A is
incur done)

Indirect cost that is not included in the project budget Cost that changes as the project progresses

Amount of money already spent Value analysis - used to find a less costly way of doing work
 ROM Contingency Reserves

Budget estimate Management Reserves

Definitive Estimate Cost of Quality

Funding limit reconciliation Cost Aggregation

Known unknowns included in cost baseline, within control of inaccurate estimate (-25% to +75%) - used during initiating
PM phase

Unknown unknowns - requires approved change request Done during planning, has (-10% to +25%) variance

Much more accurate, done during late planning, has (-5% to

Amount spent to ensure quality requirements are met +10%) variance

Rolling up the activity costs into work packages, then to when the organization limits funding because of year end
deliverables. Adding deliverable cost together makes the total budgets or other expenses throughout the year.
cost aggregation
 Financing Trend Analysis

Cost Baseline TCPI

Variance Analysis BAC

Earned Value (EV) Planned Value

Will determine if a trend is emerging as a project progresses Acquiring money for the project from an external source

Measures the level of work that needs to be done to finish the Cost of the project, including all deliverables - includes
project within the budget contingency reserves

Will determine if there is a variance between planbned work

Original Budget (no formula) and actual work

Amount of money worth of work that should have been done Amount of money worth of work you actually did (EV =
(PV=Planned % complete X BAC) Actual % complete X BAC)
 Actual Cost (AC) Schedule Variance (SV)

Cost Variance (CV) Schedule Performance Index (SPI)

Cost Performance Index (CPI) Estimate At Completion (EAC)

Variance At Completion (VAC) Estimate to Completion (ETC)

Difference between amount of work done and work actually Actual amount of money already spent
done (should be >1) (SV = EV - PV)

Rate of how we are meeting the project schedule (should be Difference btween work done and money spent (positive is
>1) (SPI = EV / PV) good) (CV = EV - AC)

Forecasting total cost at the end basted on current spending Rate of how we are spending to actually earning (should be
(EAC = BAC / CPI) >1) (CPI = EV / AC)

Forecasting the amount that will be needed to complete based Difference between original busget and new forecasted
on current performance (ETC = EAC - AC) budgets (should be >1) (VAC = BAC - EAC)
To-Complete Performance Index Continuous Improvement

Just in Time Customer Satisfaction

Plan Do Check Act Prevention over Inspection

Statistical Independence Six Sigma

 Kaizen - theory of making small changes to improve Performance needed to finish the project within budget
constantly. (should be <1) (TCPI = (BAC-EV) / (BAC - AC))

Ultimate test of quality - met by collecting understand and Little inventory, so they sell the latest products. Inventory has
managing their requirements high quality and low cost

Design/revise process, implement plan, assess results, make

Quality comes from prevention - planning better than fixing changes

Quality theory that looks to improve processes based on One event cant affect another event
standard deviation and bell curve
Mutual Exclusivity Cost Benefit Analysis

Attribute Sampling Logical Data Model

Variable Sampling Matrix Diagram

Flowchart Mind mapping

 Benefits of meeting quality requirements Two events cant happen at the same time

Method of measuring quality by observing the presence or

Visual representation of data - used for databases absence of attributes (1 or 0, good or bad)

Measuring how well something meets requirements - results

shows relationships between groups are scaled

Displays subtopics that branch out from other topics, displays Visual representation of workflows
relationships
 Quality Metrics Histogram

Affinity diagrams Audits

Cause and Effect diagrams DFX

Checksheet Checklist
 Bar charts that show the distribution of numerical data Used to determine if the products meet quality standards

Performed to ensure that the project is following the Used to put large amounts of data into categories
organization's quality policies.

Used by engineers to design a particular aspect of a product. Ishikawa/Fishbone, shows cause and effect and root causes

Help the PM determine what to check for when inspecting Gathers data on defects and keeos a running total.
deliverables
 Statistical Sample Rule of seven

Inspection Scatter Diagrams

Control Chart Plan Resource management

RAM - Responsibility Assignment Matrix Hierarchical Resource Chart

If there are seven consecutive points on one side fo the mean, Random sample selected for inspection
the process must be inspected

Made up of a X and Y axis, shows relationships between Audits, walk throughs, peer reviews to find defects or verify
variables and can identify trends defects have been repaired

Details roles and responsibilities, reporting relationships, how Charts that display standard deviation
to hire, manage and release the project team

Or Organizational Breakdown Structrure, shows the reporting Shows resources assigned to work packages
relationships in a project
 RACI Staff acquisition

Organizational theory Staff release plan

Resource Management Plan Training Needs

Compliance Recognition and rewards

 How and where to get project staff Responsible, Accountable, Consulted, Informed

When and how to release the project team How the organization manages its resources

What training will be needed to ensure the team has the right Used to manage physical and staff resources.
skills

How to manage the team and meet company and government

How to recognize and reward team members regulations
 Safety Pre-assignment

Team Charter Physical Resource assignment

Resource Breakdown Structure Tuckman's Ladder

Colocation
 When the project team has been selected by the functional Addressing saftey of the team
managers before the project starts

Document how you allocated physical resources to the project Outlines what is acceptable behavior in the team

Forming, Storming, Norming, Performing, Adjourning Hierarchical breakdown of resources by categories and types

War room or tight matrix - bringing the team together in one

physical space