Start of Day 4

PRINCIPLES OF PROJECT MANAGEMENT

Course Schedule
Day Topic Allocated Time (minutes)

Introduction 15
29 January Project Management Concepts 45
2018 Project Management Processes & Knowledge Areas 45
Project Management Artifacts 45
31 January Project Management Plan (PMP): Scope 75
2018 Project Management Plan: Time 75
Project Management Plan: Cost 50
5 February
PMP: Quality, Human Resource, Communication 50
2018
PMP: Risk, Procurement, Stakeholder 50
Project Execution 45
7 February
Project Monitoring & Control 60
2018
Project Closing 45
Project Execution
PROJECT MANAGEMENT PRINCIPLES
 Project Management Process Groups
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
Project Integration Develop Project Develop Project Management Direct and Manage Project Work Monitor & Control Project Work Close Project or
Management Charter Plan Manage Project Knowledge Perform Integrated Change Control Phase

Plan Scope Management Validate Scope

Project Scope Collect Requirement Control Scope
Management Define Scope
Create WBS
Plan Schedule Management Control Schedule
Define Activities
Project Time Management Sequence Activities
Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management Control Cost
Project Cost Management Estimate Cost
Determine Budget
Project Quality Plan Quality Management Manage Quality Control Quality
Management

Project Resources Plan Resources Management Acquire Resources

Management Estimate Activity Resources Develop Team
Manage Team
Project Communication Plan Communication Manage Communication Monitor Communication
Management Management
Plan Risk Management Implement Risk Responses Monitor Risks
Identify Risks
Project Risk Management Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Responses
Project Procurement Plan Procurement Conduct Procurement Control Procurement
Management Management
Project Stakeholder Identify Stakeholder Plan Stakeholder Engagement Manage Project Stakeholder Monitor Stakeholder Engagement
Management Engagement

Project Management Process Group and Knowledge Area Mapping PMBOK 2017
Direct and Manage Project Work
lead and perform the work defined in the project
management plan and implementing approved changes to
achieve the project’s objectives
 Direct and Manage Project Work
Inputs Tools & Outputs
Techniques
• Project • Deliverables
Management Plan • Expert judgment • Work
• Project document • Project Performance Data
• Approve change Management • Issue Log
requests information • Change requests
• Enterprise System
• Project
environment • Meetings management plan
factors updates
• Organizational • Project document
process assets update
• Organizational
process updates
Manage Project Knowledge
use existing knowledge and creating new knowledge to achieve the
project’s objectives and contribute to organizational learning
 Manage Project Knowledge
Inputs Tools & Outputs
Techniques
• Project • Lessons
Management • Expert learned
Plan judgment register
• Project • Knowledge • Project
documents management management
• Deliverables • Information plan updates
• Enterprise management • Organizational
environment • Interpersonal process
factors and team skills updates
• Organizational
process assets
Manage Quality
translate the quality management plan into executable quality
activities that incorporate the organization’s quality policies into the
project.
 Manage Quality
Inputs Tools & Outputs
Techniques
• Project • Quality Reports
Management Plan • Data gathering • Test and evaluation
• Project documents • Data analysis documents
• Organizational • Decision making • Change requests
process assets • Data • Project
representation management plan
• Audits updates
• Problem solving • Project documents
• Quality updates
improvement
methods
Quality Audits
A structured, independent process to determine if project activities
comply with organizational and project policies, processes, and
procedures.
The objectives of a quality audit may include:
◦ Identify all good and best practices being implemented;
◦ Identify all nonconformity, gaps, and shortcomings;
◦ Share good practices introduced or implemented in similar projects in the
organization and/or industry;
◦ Proactively offer assistance in a positive manner to improve implementation of
processes to help the team raise productivity; and
◦ Highlight contributions of each audit in the lessons learned repository of the
organization

(PMBOK 2017)
Acquire Resources
obtain team members, facilities, equipment, materials,
suppliers, and other resources necessary to complete
project work
 Acquire Resources
Inputs Tools & Outputs
Techniques
• Project Management • Physical resource
Plan • Decision making assignment
• Project documents • Interpersonal and • Project team
• Enterprise team skills assignments
environmental factors • Pre-assignment • Resource calendars
• Organizational process • Virtual teams • Change requests
assets • Project management
plan updates
• Project documents
updates
• Enterprise
environmental factors
updates
• Organizational process
assets updates
Develop Team
improve competencies, team member interaction, and
overall team environment to enhance project performance
 Develop Team
Inputs Tools & Outputs
Techniques
• Project Management • Team performance
Plan • Colocation assessments
• Project documents • Virtual teams • Change requests
• Enterprise • Communication • Project management
environmental factors technology plan updates
• Organizational process • Interpersonal and team • Project documents
assets skills updates
• Recognition and rewards • Enterprise
• Training environmental factors
updates
• Individual and team
assessments • Organizational process
assets updates
• Meetings
Manage Team
tracki team member performance, providing feedback,
resolving issues, and managing team changes to optimize
project performance
 Manage Team
Inputs Tools & Outputs
Techniques
• Project • Change requests
Management Plan • Interpersonal and • Project
• Project documents team skills management plan
• Work performance • Project updates
report management • Project documents
• Team performance information system updates
assessments • Enterprise
• Enterprise environmental
environmental factors updates
factors • Organizational
• Organizational process assets
process assets updates
Manage Communications
Ensure timely and appropriate collection, creation,
distribution, storage, retrieval, management, monitoring
and the ultimate disposition of project information
 Manage Communications
Inputs Tools & Outputs
Techniques
• Project Management • Project
Plan • Communication communication
• Project documents technology • Project management
• Work performance • Communication plan updates
report methods • Project documents
• Enterprise • Communication updates
environmental skills • Organizational
factors • Interpersonal and process assets
• Organizational team skills updates
process assets • Project management
information system
• Project reporting
• Meetings
Implement Risk Responses
implement agreed-upon risk response plan

Inputs Tools & Outputs

Techniques
• Project • Change requests
Management Plan • Expert Judgement • Project
• Project • Interpersonal and documents
documents team skills update
• Organizational • Project
process assets management
information
system
Conduct Procurements
obtain seller responses, selecting a seller, and awarding a
contract

(PMBOK 2017)
 Conduct Procurement
Inputs Tools & Outputs
Techniques
• Project • Selected sellers
Management Plan • Expert judgment • Agreements
• Project • Advertising • Change requests
documents • Bidder • Project
• Procurement conferences management plan
documentation • Data analysis updates
• Seller proposals • Interpersonal and • Project
• Enterprise team skills documents
environmental updates
factors • Organizational
• Organizational process assets
process assets updates
Manage Stakeholder Engagement
is the process of communicating and working with
stakeholders to meet their needs and expectations,
address issues as they occur, and foster appropriate
stakeholder involvement.

(PMBOK 2013)
 Manage Stakeholder Engagement
Inputs Tools & Outputs
Techniques
• Project • Change requests
Management • Expert judgment • Project
Plan • Communication management
• Project skills plan updates
documents • Interpersonal • Project
• Enterprise and team skills documents
environmental • Group rules updates
factors • Meetings
• Organizational
process assets
Project Monitoring &
Control
PROJECT MANAGEMENT PRINCIPLES
 Project Management Process Groups
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
Project Integration Develop Project Develop Project Management Direct and Manage Project Work Monitor & Control Project Work Close Project or
Management Charter Plan Manage Project Knowledge Perform Integrated Change Control Phase

Plan Scope Management Validate Scope

Project Scope Collect Requirement Control Scope
Management Define Scope
Create WBS
Plan Schedule Management Control Schedule
Define Activities
Project Time Management Sequence Activities
Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management Control Cost
Project Cost Management Estimate Cost
Determine Budget
Project Quality Plan Quality Management Manage Quality Control Quality
Management

Project Resources Plan Resources Management Acquire Resources

Management Estimate Activity Resources Develop Team
Manage Team
Project Communication Plan Communication Manage Communication Monitor Communication
Management Management
Plan Risk Management Implement Risk Responses Monitor Risks
Identify Risks
Project Risk Management Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Responses
Project Procurement Plan Procurement Conduct Procurement Control Procurement
Management Management
Project Stakeholder Identify Stakeholder Plan Stakeholder Engagement Manage Project Stakeholder Monitor Stakeholder Engagement
Management Engagement

Project Management Process Group and Knowledge Area Mapping PMBOK 2017
Monitor and Control Project Work
track, review, and report the overall progress to meet the
performance objectives defined in the project management
plan
Monitor and Control Project Work
Inputs Tools & Outputs
Techniques
• Project • Work performance
Management Plan • Expert judgment reports
• Project documents • Data analysis • Change requests
• Work performance • Decision making • Project
information • Meetings management plan
• Agreements updates
• Enterprise • Project documents
environmental updates
factors
• Organizational
process assets
Perform Integrated Change Control
review all change requests; approving changes and managing
changes to deliverables, project documents, and the
project management plan; and communicating the decisions
Perform Integrated Change Control
Inputs Tools & Outputs
Techniques
• Project • Approved change
Management Plan • Expert judgment requests
• Project documents • Change control • Project
• Work performance tools management plan
information • Data analysis updates
• Change requests • Decision making • Project documents
• Enterprise • Meetings updates
environmental
factors
• Organizational
process assets
Controlling Scope
Validate Scope
◦ formalizing acceptance of the completed project deliverables
Control Scope
◦ the process of monitoring the status of the project and
product scope and managing changes to the scope baseline
What are some Major Causes of Changes on Projects?
Poor scope
No scope control
Poor discipline on the owners side
Differing site conditions
Late owner changes
Contractors who are “change artists”
Design deficiencies
Vendor delivery delays
Control Schedule
monitor the status of project to update project schedule
and managing changes to the schedule baseline
Control Schedule
Consider the following actions to control time:
• Systematically collect schedule performance data
• Compare this status information with the baseline schedule.
• Analyze variances to determine their impact
• Prepare and publish reports
• Determine a course of action
• Take corrective action
Control Cost
monitor the status of the project to update the project
costs and managing changes to the cost baseline
Control Cost
Consider the following actions to control costs:
Systematically collect cost performance data
Compare expenditures to the baseline cost plans
Analyze variances to determine their impact
Prepare and publish reports
Determine course of action
Take corrective action
Cumulative Cost Report
Cumulative cost line graph
Earned value analysis
integrates scope, cost, and schedule measures to help the
project management team assess project performance
allows the project manager to determine trouble spots in
the project and to take corrective action
Earned value analysis
calculating three key values for each activity:
◦ The budget, also called the budgeted cost of work scheduled (BCWS)
◦ portion of the approved cost estimate planned to be spent on the
activity during a given period.
◦ The actual cost, also called the actual cost of work performed (ACWP)
◦ total of direct and indirect costs incurred in accomplishing work on the
activity during a given period.
◦ The earned value, also called the budgeted cost of work performed
(BCWP)
◦ a percentage of the total budget equal to the percentage of the work
actually completed.
Earned value analysis
The most commonly used measures are
◦ cost variance (CV = BCWP – ACWP),
◦ schedule variance (SV = BCWP – BCWS)
◦ cost performance index (CPI = BCWP / ACWP)
◦ cumulative CPI (the sum of all individual BCWPs divided by the sum
of all individual ACWPs) to forecast project cost at completion.
◦ schedule performance index (SPI = BCWP / BCWS) is used to
forecast the project completion date.
Earned value analysis
Estimated Cost & Schedule at Completion:
◦ Estimated Completion Date (ECD):
◦ ECD = (Time remained / SPI) + Time used
◦ Estimated Cost at Completion (EaC):
◦ EaC = (Budget remained / CPI) + ACWP
Earned value analysis

Example: Plot showing project behind schedule and overspent

Earned value analysis

Example: Project ahead of schedule, spending correctly

Earned value analysis

Example: Project is behind schedule but spending correctly

Earned value analysis

Example: Project is ahead of schedule and under spent

Control Quality
monitor and record results of executing the quality
management activities in order to assess performance and
ensure the project outputs are complete, correct, and meet
customer expectation
 Manage Quality
Inputs Tools & Outputs
Techniques
• Project • Quality control
Management Plan • Data gathering measurements
• Project documents • Data analysis • Verified
• Approved change • Inspection deliverables
requests • Testing/Product • Work performance
• Deliverables evaluation information
• Work performance • Data • Change requests
data representation • Project manage-
• Organizational • Meetings ment plan updates
process assets • Project documents
updates
Monitor Communications
ensure the information needs of the project and its
stakeholders are met
Project Management Information System
Project Management Information System (PMIS) is an
electronic information system to handle:
◦ Cost, Schedule planning, Reporting, Forecasting and control of most
aspects of the project
Project
Management
Information
System (PMIS)
is an electronic
information system
to handle:
Cost, Schedule
planning, Reporting,
Forecasting and
control of most
aspects of the project

(Graham and Englund, 2012)

Monitor Risks
monitor the implementation of agreed-upon risk response
plans, tracking identified risks, identifying analyzing new
risks, and evaluating risk process effectiveness throughout
the project
 Monitor Risks
Inputs Tools & Outputs
Techniques
• Project • Work performance
Management Plan • Data analysis information
• Project documents • Audits • Change requests
• Work performance • Meetings • Project
data management plan
• Work performance updates
reports • Project documents
updates
• Organizational
process assets
updates
Control Procurements
manage procurement relationships, monitoring contract
performance, and making changes and corrections to
contracts as appropriate; and closing out contract
 Control Procurements
Inputs Tools & Outputs
Techniques
• Project Management • Closed procurements
Plan • Expert Judgment • Work performance
• Project documents • Claims administration information
• Agreements • Data analysis • Procurement
• Procurement • Audits documentation
documentations updates
• Inspection
• Approved change • Change requests
requests • Project management
• Work performance plan updates
data • Project documents
• Enterprise updates
environmental factors • Organizational process
• Organizational process assets updates
assets
Monitor Stakeholder Engagement
monitor project stakeholder relationships and tailor
strategies for engaging stakeholders through modification
of engagement strategies and plans
 Monitor Stakeholder Engagement
Inputs Tools & Outputs
Techniques
• Project • Work
Management Plan • Data analysis performance
• Project • Decision making information
documents • Data • Change requests
• Work representation • Project
performance data • Communication management plan
• Enterprise skills updates
environmental • Interpersonal and • Project
factors team skills documents
• Organizational • Meetings updates
process assets
Project Closing
PROJECT MANAGEMENT PRINCIPLES
 Project Management Process Groups
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
Project Integration Develop Project Develop Project Management Direct and Manage Project Work Monitor & Control Project Work Close Project or
Management Charter Plan Manage Project Knowledge Perform Integrated Change Control Phase

Plan Scope Management Validate Scope

Project Scope Collect Requirement Control Scope
Management Define Scope
Create WBS
Plan Schedule Management Control Schedule
Define Activities
Project Time Management Sequence Activities
Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management Control Cost
Project Cost Management Estimate Cost
Determine Budget
Project Quality Plan Quality Management Manage Quality Control Quality
Management

Project Resources Plan Resources Management Acquire Resources

Management Estimate Activity Resources Develop Team
Manage Team
Project Communication Plan Communication Manage Communication Monitor Communication
Management Management
Plan Risk Management Implement Risk Responses Monitor Risks
Identify Risks
Project Risk Management Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Responses
Project Procurement Plan Procurement Conduct Procurement Control Procurement
Management Management
Project Stakeholder Identify Stakeholder Plan Stakeholder Engagement Manage Project Stakeholder Monitor Stakeholder Engagement
Management Engagement

Project Management Process Group and Knowledge Area Mapping PMBOK 2017
Close Project or Phase
finalize all activities for the project, phase, or contract
When to Terminate a Project
Projects take on a life of their own
It may be easy to terminate a project that is finished
But it can be very difficult to terminate a project prior to its
completion
Commissioning
transfer of responsibility for the project from the
contractor to the client
to verify that the project satisfies the technical and
performance specifications
to train the client to operate and maintain the facility
without the need for continuous assistance from the
contractor
Commissioning Process
Performance Testing
Documentation
Training
Commissioning Process
Performance Testing To verify the conformance of the plant
and equipment to the specification
Documentation to provide reference performance
charts for plant over a comprehensive
Training range of operating conditions for
comparisons during later service life
to evaluate the maximum capacity of the
plant/facility
to complete the handover of the
plan/facility to the client and initiate
the start of the warranty period
Provide information to statutory bodies
for licence procurement
Commissioning Process
Performance Testing Systems Approach to
Performance Tests
Documentation ◦ Subsystem Level: various components
Training can be operated separately and
handed over to the client for
operation prior to the whole facility
being operable
◦ System Level: usually require close
co-operation with the client
Commissioning Process
Performance Testing performance test report; provide
◦ a permanent record of every test and
Documentation presents data analyses, observations,
discussions and conclusions
Training ◦ a legal basis for dispute resolution

Certification documents
◦ issued by the project manager to the client
to formalise and record that the
performance tests have been successfully
carried out to the agreed standard
described in the specification
◦ accompany the performance test reports
and should summarise and detail the
performance testing program
Commissioning Process
Performance Testing “As Built” drawings
◦ essential for future maintenance and
Documentation modifications
◦ should record all changes to the
Training original contract design and include
field alterations required to make the
system work or fit together

Operation manuals
◦ provide an overview and a detailed
description of the procedures
required for operating the facility.
◦ written by the contractor for the
client
Commissioning Process
Performance Testing Maintenance manuals
◦ generally covers a range of subjects
Documentation from the basic through to the
sophisticated maintenance work
Training
Commissioning Process
Performance Testing operations staff should be involved from
the start of commissioning
Documentation formal training program of lectures and
Training demonstrations based upon the design
concepts, drawings, and operations and
maintenance manuals can be used to
supplement the “hands on” training in
the field
continuing involvement by the contractor
during the early service life of the plant
is often required to transfer the skills
of routine maintenance
The Final Report—A Project History
Project performance
Administrative performance
Organizational structure
Project and administrative teams
Techniques of project management

(Meredith & Mantel, 2011)

in summary
WHY WE NEED PROJECT MANAGEMENT
 Project Should be Managed
establish
define a new projectthe
or scope
a of the project, track, review, and regulate the
new phase refine
of anthe
existing
objectives, and define the progress and performance of the
Monitoring project; identify any areas in which
project course
by obtaining
of action required to attain
the objectives
authorization that the project was
to start the changes to the plan are required; and
Planning initiate the corresponding changes
undertaken to achieve
project or phase

Initiating Closing

complete the work, which

are defined in the project finalize all activities to
management plan to formally close the project
satisfy the project
Executing
or phase.
specifications
Controlling
End of the Course
PRINCIPLES OF PROJECT MANAGEMENT