PMP Exam Prep Study Group: Project Management Professional

PMP Exam Prep Study Group
Project
Management
Professional
Project Management Institute Northeast Florida Chapter
Agenda
• Direct and Manage Project Work
• Perform Quality Assurance
• Acquire Project Team
• Develop Project Team
• Manage Project Team
• Rita Questions
Project Management Institute Northeast Florida Chapter
Knowledge Areas=Integration Management, Quality Management,
Human Resource Management
4.3 Direct and Manage Project Work

Integration Management 131-132 8.2 Perform Quality Assurance
Quality Management 311-312 9.2 Acquire Project Team
Human Resource Management 351-368 9.3 Develop Project Team
9.4 Manage Project Team
Rita Questions
Domains= Planning and Executing
Rita Page 333 PMBOK Page 255

PMP Exam Prep
PMP Exam Blueprint

Project Integration Management
Project Organizational Structure
Organization Structure Matrix
Project Characteristics Functional Weak Balanced Strong Projectized
High to Almost
Project Manager's Authority Little or None Low Low to Moderate Moderate to High Total
High to Almost
Resource Availability Little or None Low Low to Moderate Moderate to High Total
Who Manages the Project Budget Functional Manager Functional Manager Mixed Project Manager Project Manager
Project Manager's Role Part-Time Part-Time Full-Time Full-Time Full-Time
Project Management Administrative Staf Part-Time Part-Time Part-Time Full-Time Full-Time
PMBOK Page 22
 Covers all 5 Process Groups
 Includes the processes and activities to identify, define,

combine, unify, and coordinate the various processes and
project management activities within the Project
Management Process Groups
 Integration includes characteristics of unification,

consolidation, communication , and integrative actions that
are crucial to controlled project execution through
completion

The process of leading and performing the work defined in

the project management plan AND implementing approved
changes to achieve the project objectives.
– Primary benefit – Provides overall management of the project
work
– Most of the project’s time, cost, and resources are consumed in
this process.
– Covers all 10 Knowledge areas
– This process is very important; the deliverables are created
here!

Inputs Tools Outputs

&
.1 Project management
plan Techniques
.1 Expert Judgment
.1 Deliverables
.2 Work performance data
.2 Approved change .2 Project management .3 Change requests
requests
information systems .4 Project management
.3 Enterprise plan
environmental .3 Meetings
updates
factors
.5 Project documents
.4 Organizational process updates
assets

The Key Inputs to this process are:
Project Mgmt Plan Direct

and
Approved Change Requests Manage
In this process, we are primarily interested in the part of

the plan that describes how to execute the project.
4.3 Direct and Manage Project Work - Tools

and Techniques
 Expert judgment
 Primarily from the PM and the team
 Also from the organization, SME’s, stakeholders and technical
associations
 (Key T&T) Project Management information system (PMIS)
- System for keeping track of documents and deliverables
 May also contain a Work authorization system that ensures the right
resource at the right time in the right sequence
 Change management system
 Information collection gathering system
 Meetings
 Exchange of information
 Brainstorming, determining options
 Decision making
PMBOK Page 83-84

The Key Outputs of this process are:
Direct Deliverables (Most important!)

and Any product, service, or result to be
completed to finish the project
Manage
Work Performance Information
Actual performance details (e.g.):
-Deliverables status - Cost
-Schedule - Quality
Direct & Manage Project Execution
Other Outputs of this process are:
 Change requests
 Project Management Plan
updates
 Project Documents updates p.78
Project Management Plan vs. Project Documents
PMBOK Page 78
Project Quality Management
8.2 Perform Quality Assurance
The process of auditing the quality requirements and the
results from quality control measurements to ensure that
appropriate quality standards and operational definitions are
used.
This process is not about validating the quality of the project deliverables or
product – only the project processes.
If processes are improved, then a subsequent improvement in the product
and costs should also result.
Perform Quality Assurance is active throughout the life of the project,
beginning after Plan Quality.
Primary benefit – Facilitates the improvement of the quality processes.


&
.1 Quality management
plan
Techniques
.1 Quality management and
.1 Change requests
.2 Process improvement control tools plan
plan .2 Quality audits updates
.3 Quality metrics .3 Process analysis .3 Project documents
.4 Quality control updates
measurements .4 Organizational process
.5 Project documents assets updates

Key Inputs
Quality Management Plan: A component of the


Project Management Plan that contains
descriptions of how Perform Quality Assurance.
Process Improvement Plan: A component of the

Project Management Plan that states how the
quality activities will be streamlined and improved.
Quality Metrics: The targeted measures that define

when the specified quality is achieved.
Quality Control Measurements

The Tools & Techniques in this process are:
 Quality Audits ALL to improve

 Process Analysis processes, helping
the deliverables
 All tools from Plan
meet acceptance
Quality & Control quality standards
Quality
 Quality Management
and Control Tools
Rita Page 312

8.2 Perform Quality Assurance - Tools and Techniques

Tools and Techniques
 Affinity diagrams – Similar to mind-mapping. Ideas that

can be linked to for organized patterns
 Tree diagrams - Useful to visualize the parent-to-child

relationships. Root cause analysis

Using an Affinity Diagram
Brainstorm First Then Organize by theme
Tools Technologies
Team Requirements
Tools and Techniques
 Process decision program charts (PDPC) - Helps to decompose a goal into

the steps required to achieve it.
 Interrelationship diagraphs - See and analyze the relationships among

numerous different issues
 Matrix diagrams - Shows visual relationship between two or more sets of

items
 Prioritization matrices - Criteria are prioritized and weighted before being

applied
Rita Page
 312 PMBOK Page 245
Activity network diagram - Used with project scheduling methodologies
Quality audits – structured, independent process to determine if
organizational policies, processes and procedures are being
followed on the project
 Identify best practices being implemented
 Identify nonconformity, gaps, and shortcomings
 Review and share previous practices implemented
 Proactively assist to improve process to help the team
 Highlight contributions of the audit

Have you ever worked on a project where some of the activities or

work packages were repeated?
Process analysis is a part of the continuous improvement effort on

a project and focuses on identifying improvements that might be
needed in processes.

Perform Quality Assurance
 The primary Output of

this process is: Change Requests
Other Outputs include:

 Project management plan updates
 Project documents updates
 Organizational process assets updates
Human Resource Management
• What does this Knowledge area involve?

– Defining roles and responsibilities for the project
– Acquiring qualified team members to fill the slots
– Building a strong team
– Assessing the performance of the team members
– Managing the team’s work results
Project Human Resource Management
9.2 Acquire Project Team
The process of confirming human resource availability and

obtaining the team necessary to complete the project
objectives.
Primary benefit - consists of outlining and guiding the team

selection and responsibility assignment to obtain a successful
team.


&
.1 Human resource
Techniques
.1 Pre-assignment
.1 Resource staf
assignments
management plan .2 Negotiation .2 Resource calendars
.2. Enterprise .3 Acquisition .3 Project management
environmental plan
.4 Virtual teams
factors updates
.5 Multi-criteria decision
.3 Organizational process
analysis
assets

Types of Teams
– Dedicated – Most of the team members
work full-time and exclusively on the
project
– Part-time - Team members and the project
manager spend a portion of their time
working on the project.
– Partnership – Teams consist of people from
each of the participating organizations
– Virtual – The geographic distance
necessitate the creation of virtual teams
Rita Page 352

Inputs to Acquire Project Team
– Human Resource Plan: (Key Input) Guidelines on how the

team members will be added, managed, and released; roles
and responsibilies, project organization charts; and the
staffing plan.
– Enterprise environmental factors: Including who is available,
whether they are collocated or geographically dispersed,
whether they work well together, if they want to work on the
project, how much they cost, and outsourcing policies.
– Organizational process assets: Including policies for using
staff on projects and hiring procedures.
Rita Page 352

9.2 Acquire Project Team – Tools and Techniques
• Know which resources are pre-assigned
• Negotiate for the best resources
• Acquisition
• Hiring new employees
• Outsourced/contract resources
•Virtual teams-potential/issues
•Multi-criteria Decision Analysis

–
– Project Staf Assignments

– Resource Calendars - Documentation
that shows when each resource is expected
to be working on the project
• Remember that this is a

relatively simple executing
process that produces staff
assignments (Names).
• Halo Effect
9.3 Develop Project Team
The process of improving competencies, team member

interaction, and overall team environment to enhance project
performance.
Primary benefit - is that it results in improved teamwork,

enhanced people skills and competencies, motivated
employees, reduced staff turnover rates, and improved overall
project performance.


&
Techniques
.1 Interpersonal skills
.1 Team performance
.1 Human resource assessments
management plan .2 Training
.2 Enterprise
.2. Project staf assignments .3 Team-building activities environmental
.3 Resource calendars .4 Ground rules factor updates
.5 Collocation
.6 Recognition and rewards
.7 Personnel assessment
tools

Project Staf Assignments Develop

Project
Resource Calendars Team
From: Acquire Project Team

• Interpersonal skills - Project Managers
(see Appendix X3 page 513 PMBOK)
• Training
• Team building

9.3 Develop Project Team - Tools and Techniques
Ground rules
• Eliminates conflicts/issues
• Sets expectations and guidelines
Collocation
Recognition and rewards
Personnel assessment tools

Key Outputs
1. Team performance assessments – The project manager

completes formal and informal team performance
assessments as part of developing the project team. These
assessments are meant to evaluate and enhance the
effectiveness of the team (not individual performance
assessments) as a whole. This may include an analysis of
how much team members’ skills have improved; how well
the team is preforming, interacting, and dealing with
conflict, and the turnover rate. How the team is
performing against the plan, focusing on areas to improve.
Think of team performance assessment as looking at
“team effectiveness”
The process of tracking team member performance,

providing feedback, resolving issues, and managing
team changes, to optimize project performance.
Primary benefit - influences team behavior, manages

conflict, resolves issues, and appraises team member
performance.


&
.1 Human resource Techniques
.1 Observation and
.1 Change requests
management plan plan
conversation
.2. Project staf assignments updates
.2 Project performance
.3 Issue log .3 Project document
appraisals
.4 Work performance updates
reports .3 Conflict management .4 Enterprise
.5 Organizational process .4 Interpersonal skills environmental
assets factor updates
.5 Organizational process
assets updates

Staf Assignments
Team Performance Assessments
Issue Log
Work Performance Reports
These Inputs help the project manager regularly assess the

performance of the team so that issues can be identified and
managed.
Rita Page 359
9.4 Manage Project Team - Tools and
Techniques
 Observation and conversation - Keeping in touch with

the project progress and team attitude (MBWA)
 Project performance appraisals

 Clarification of roles and responsibilities
 Constructive feedback to team members
 Identifying unknown issues
 Develop training plans
 Can be formal/informal depending on project length and complexity
 Conflict Management
 Interpersonal Skills
Rita Page 357 PMBOK

Page 282
Where does conflict on projects come from?
1. Schedules
2. Project Priorities
3. Resources Most
4. Technical Opinions
5. Administrative Procedures
6. Cost
7. Personality Least
Most conflict occurs between project managers and
functional managers.
Rita Page 362
9.4 Manage Project Team – Tools and Techniques

Powers of the Project Manager
Most efective
• Reward
– The power stems from giving rewards e.g. money, time off, promotions
• Expert
– You know more about this than anyone else
• Formal (Legitimate) You are the boss

• Referent (2 perspectives)
– Based on who you are associated with
– OR… Respect, personal magnetism, or charisma – based on how liked you
are
• Penalty (coercive)
– Ability to fire, demote, or generally punish Least
efective
Rita Page 359
Leading and Managing
Managing involves producing results.
Leading involves
1. Establishing direction or vision,
2. Aligning people to that direction, and
3. Inspiring them to move in that direction.
Leadership Style and Project Phase
Motivation Theories
Belief that workers fit into two

McGregor’s Theory categories
Selfish, Unmotivated, Dislike Work,

X Untrustworthy
Y Motivated, Trustworthy
Rita Page 366
Maslow’s Hierarchy of Needs
Self-
Actualization
Esteem
Social
Safety
Physiological
Rita Page 367
9.4 Manage Project Team – Tools and Techniques
Rita Page 367

McClelland’s Acquired Needs Theory
Rita Page 367

Expectancy Theory
Employees who believe their eforts will lead to

efective performance and who expect to be
rewarded for their accomplishments will remain
productive as rewards meet their expectations.
It is only efective if it is believed that the reward is
achievable.
Rita Page 365
Manage Project Team
The Key Output of this process is:

Change Requests
Staff changes that change the Human Resource Plan should be

documented and processed through the change control system.
Terms You Should Know:
Co-Location Observation/Conversation
Conflict Resolution Method Position Description
Contingency Theory Project Organization Chart
Develop Project Team Punishment Power
Expert Power Referent Power
Ground Rules RAM / RACI
Herzberg Reward Power
Human Resource Plan Team-Building
Legitimate Power Team Roles
Maslow Theory X and Theory Y
Networking War Room
Rita Questions
Rita Questions for THIS session
Chapter: 4.3 1, 4, 6, 9, 10, 19, 21, 25, 30
Chapter: 8.2 2
Chapter: 9.2 1, 3, 4, 8, 10, 11, 17, 28
Chapter: 9.3 2, 5-7, 20-22, 25, 26, 30
Chapter: 9.4 12-16, 18, 19, 23, 24, 31

Next Steps
Rita Mulcahy
PMP Exam Prep PMBOK
Session Thursdays (6-8pm) 8th Edition 5th Edition
8 3/24/2016 Review all Planning sections
4.3 Direct and Manage Project Executions

9.2 Acquire Team
Integration Management - 131-132 9.3 Develop Team
Quality Management - 311-312 9.4 Manage Project Team
9 3/31/2016 Human Resource Management - 351-368 Rita Questions
10.2 Manage Communications

Communications Management - 391-393 13.3 Manage Stakeholder Expectations
Stakeholder Management - 538-538 12.2 Conduct Procurements
10 4/7/2016 Procurement Management - 494-499 Rita Questions
4.4 Monitor Project Work

4.5 Perform Integrated Change Control
5.4 Validate Scope
Integration Management - 132-142 5.5 Control Scope
11 4/14/2016 Scope Management - 182-185 Rita Questions
6.6 Control Schedule

Time Management - 238-239 7.3 Control Costs
Cost Management - 264-279 8.3 Perform Quality Control
Quality Management - 313-322 10.3 Control Communications
12 4/21/2016 Communication Management - 393-395 Rita Questions
Rita Questions
Rita Questions for THIS session
Chapter: 10.2 1, 2 , 6 , 21
Chapter: 13.3 2- 4, 7, 8, 11, 15, 17, 20
Chapter: 12.2 1, 3, 4, 7, 9, 10, 12, 14, 16-18, 20, 21, 23,

25-27, 29, 34, 36, 37

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• Perform Quality Assurance

• Acquire Project Team

• Develop Project Team

• Manage Project Team

4.3 Direct and Manage Project Work

Domains= Planning and Executing

Rita Page 333 PMBOK Page 255

Rita Page 198 PMBOK Page 61

Project Characteristics Functional Weak Balanced Strong Projectized

Project Manager's Role Part-Time Part-Time Full-Time Full-Time Full-Time

Project Management Administrative Staf Part-Time Part-Time Part-Time Full-Time Full-Time

 Includes the processes and activities to identify, define,

 Integration includes characteristics of unification,

Rita Page 131 PMBOK Page 63

The process of leading and performing the work defined in

Rita Page 131 PMBOK Page 79

Inputs Tools Outputs

Rita Page 131 PMBOK Page 79

Project Mgmt Plan Direct

In this process, we are primarily interested in the part of

4.3 Direct and Manage Project Work - Tools

PMBOK Page 83-84

Direct Deliverables (Most important!)

Other Outputs of this process are:

Primary benefit – Facilitates the improvement of the quality processes.

Inputs Tools Outputs

Rita Page 298 PMBOK Page 241

Quality Management Plan: A component of the

 Quality Audits ALL to improve

Rita Page 312

Rita Page 312 PMBOK Page 245

 Affinity diagrams – Similar to mind-mapping. Ideas that

 Tree diagrams - Useful to visualize the parent-to-child

Rita Page 312 PMBOK Page 245

Brainstorm First Then Organize by theme

 Process decision program charts (PDPC) - Helps to decompose a goal into

 Interrelationship diagraphs - See and analyze the relationships among

 Matrix diagrams - Shows visual relationship between two or more sets of

 Prioritization matrices - Criteria are prioritized and weighted before being

 Identify nonconformity, gaps, and shortcomings

 Review and share previous practices implemented

 Proactively assist to improve process to help the team

 Highlight contributions of the audit

Have you ever worked on a project where some of the activities or

Process analysis is a part of the continuous improvement effort on

Rita Page 312 PMBOK Page 245

 The primary Output of

Other Outputs include:

• What does this Knowledge area involve?

The process of confirming human resource availability and

Primary benefit - consists of outlining and guiding the team

Rita Page 351 PMBOK Page 266

Inputs Tools Outputs

Rita Page 351 PMBOK Page 266

Rita Page 352

– Human Resource Plan: (Key Input) Guidelines on how the

Rita Page 352

Rita Page 351 PMBOK Page 266

– Project Staf Assignments

• Remember that this is a

The process of improving competencies, team member

Primary benefit - is that it results in improved teamwork,