Lesson 2 Strating The Project

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LESSON 2
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STARTING
THE PROJECT or
• Determine Appropriate Project Methodology/
Methods and Practices
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• Plan and Manage Scope
• Plan and Manage Schedule
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• Plan and Manage Budget and Resources

• Plan and Manage Quality of Products and
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Deliverables
• Integrate Project Planning Activities
• Plan and Manage Procurement
• Establish Project Governance
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Structure
• Plan and Manage Project/Phase
Closure
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Licensed For Use Only By: Murugan K 8542542 Jan 2 2023 3:06AM
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Determine Appropriate
Project Methodology/Methods and
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Practices
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TOPIC A
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STARTING THE PROJECT > DETERMINE APPROPRIATE PROJECT METHODOLOGY/
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METHODS AND PRACTICES
Deliverables and Tools
is
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or
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Surveys Expert judgement
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Project business case/needs document Meetings

Project Overview Statement Focus groups
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Project Implementation Plan Workshops

Agile practice guidelines SMART objectives
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Knowledge of classic PM and agile practice

Project Integration
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3
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Business Case and
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Business Needs
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Documents
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Business case:
✓ Documented economic feasibility
study
✓ Establishes benefits of project
or
components
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✓ Provides a basis for authorization
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of further project activities

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Business needs documents:

✓ Provide high-level deliverables
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✓ Prerequisite of formal business

case
✓ Describe requirements - what
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needs creating and / or performing

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Project Implementation
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Plan
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Consider all stakeholders, schedules, risks,
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budgets, and quality standards.
Identify deliverables - due at the end of the
or
project.
Identify project outputs - delivered
throughout the project.
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When delivering outputs, are we:
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✓ Implementing them in a new or existing

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business environment?
✓ Transitioning them into a live
environment?
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✓ Decommissioning or removing old

systems, processes, or materials?
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✓ Ensuring training and knowledge transfer

is complete / satisfactory?
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Rolling Wave Planning
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D
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DEFINITION
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An iterative planning technique in which the
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work to be accomplished in the near term is

planned in detail, while work further in the future
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is planned at a higher level.

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Rolling Wave
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Planning
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✓ Used in agile or predictive
approaches
✓ A form of progressive elaboration

or
applied to work packages, planning
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packages, and release planning
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✓ Decompose work down to the

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known level of detail during

strategic planning
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✓ Decompose work packages into

activities as work progresses
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Progressive
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Elaboration
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D
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DEFINITION
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The iterative process of increasing the level of
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detail in a project management plan as greater

amounts of information and more accurate
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estimates become available.

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Overview: Project Management
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Methodologies, Methods, and
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Practices
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Agile
• Team works collaboratively with the customer to determine the
project needs. or
• The coordination of the customer and the team drives the project
forward. / Plan-Driven
Predictive
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• Project needs, requirements, and constraints are understood, and

plans are developed accordingly.
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• Plans drive the project forward.
Hybrid
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• Combines strategies from agile or predictive as required.

• Can switch approaches based on need, changing work
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requirements, or circumstances.
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Types of Life Cycles
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Predictive or
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• Iterative
Hybrid • Incremental
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• Agile
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Adaptive
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Predictive Life Cycle
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DEFINITION
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Determine project scope, time, and cost in the

early phases of this life cycle.
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Predictive Life Cycle
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Also known as Traditional or Waterfall
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approach:
✓ Requirements are typically fixed, but
can be changed using the change
control process
or
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✓ Activities and work culminate in final
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output, always a deliverable

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Adaptive and Hybrid
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Life Cycles
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Use these methods in dynamic and
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complex environments, where
change is a constant.
or
Let’s learn more about these
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methods next.
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Hybrid Methods
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Combine predictive and adaptive
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approaches to offer flexibility to
teams.
Great for projects:

or
✓ Seeking or willing to learn new
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methods or techniques.
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✓ With a mix of resources and

experience levels
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✓ With shorter, iterative time

frames.
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✓ With high stakeholder

involvement
✓ With in-depth requirements
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Adaptive Life Cycles
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• Dynamic requirements
Iterative • Activities repeated until correct

or • Single delivery
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Incremental
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• Activities performed once per increment

• Frequent small deliveries
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• Iterative or incremental -change-driven/adaptive.
Agile
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• Combines iterative repetition of activities with
incremental deliveries
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Adaptive Life Cycles
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Determine project scope
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early in this project life
cycle.
Continuously assess
Agile Incremental and modify time and
or cost estimates as the
team's understanding of
the product increases.
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Iterative
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repetition with
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Uses series of iterations

incremental to add functionality to
deliverables within a
predetermined time
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deliveries Iterative frame.

The deliverable is
considered complete
only after the final
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iteration.
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Typical Use Cases
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Methodology Typical Use Cases
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• Software projects
Agile • Intellectual property projects
Predictive /
•
•
or
Research projects
Construction projects
• Projects with many physical assets
Plan Driven
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• “Repeats” of similar, completed projects
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Projects where learning and correction is expected to eventually reach

Iterative
the ideal solution.
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Customers or business wants or expects to see outputs or partial

Incremental
outputs early and often.
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• Mix of resources and experience levels

Hybrid
• Those seeking or willing to learn new methods or techniques.
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Plan and Manage Scope

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TOPIC B
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STARTING THE PROJECT > PLAN AND MANAGE SCOPE
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Requirements Documentation Agile estimating
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Work performance reports Product backlog

Requirements Traceability Matrix Change requests
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Product backlog
Scope management plan and
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Requirements management plan

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Scope Management Plan
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or
DEFINITION
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A component of the project or program
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management plan that describes how the scope

will be defined, developed, monitored, controlled,
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and validated.
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Scope Management Plan
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✓ Should include processes to prepare
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a project scope statement
✓ Enables the creation of the WBS from

the detailed project scope statement
or
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✓ Establishes how the scope baseline
will be approved and maintained
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✓ Specifies how formal acceptance of

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the completed project deliverables

will be obtained.
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✓ Can be formal or informal, broadly

framed or highly detailed.
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Scope Management Tools and Techniques
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Expert judgment
Internal and external experts or

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Alternatives analysis
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Used to evaluate identified options in order to select the options or

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approaches to use to execute and perform the work of the project.

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Meetings
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Team members help create the scope management plan

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Project Requirements
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or
DEFINITION
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The actions, processes, or other conditions the
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project needs to meet e.g. milestone dates,

contractual obligations, constraints, etc.
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Product Requirements
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DEFINITION
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The agreed-upon conditions or capabilities of a
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product, service, or outcome that the project is

designed to satisfy.
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Project and
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Product
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Requirements
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✓ High-level requirements might
be documented in the project
charter. or
✓ Verify that all requirements are
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determined and documented.
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✓ Provide the foundation for

building the WBS.
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Project Scope
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DEFINITION
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The work performed to deliver a product, service,
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or result with the specified features and

functions. “Project scope” may include product
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scope.
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Product Scope
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DEFINITION
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The features and functions that characterize a

product, service, or result.
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Project and Product
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Scope
is
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✓ Predictive - The scope baseline for
the project is the approved version
of the project scope statement,
work breakdown structure (WBS),
or
and associated WBS dictionary.
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✓ Agile - Backlogs (including product

requirements and user stories)
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reflect current project needs.
✓ Measure completion of project

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scope against the project

management plan.
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✓ Measure completion of the product

scope against product
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requirements.
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Tolerances
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Tolerance levels enable you to effectively
manage an issue without needing to
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escalate it every time.
Areas of tolerance might include:

✓ Budget
or
✓ Schedule
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✓ Quality
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✓ Accepted or baselined requirements,

including:
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- Solution – functional/non-functional
- Business and Stakeholder
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- Quality
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Enterprise Environmental Factors
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(EEFs)
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D
or
DEFINITION
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Conditions (internal or external) not under the
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control of the project team, that influence,

constrain, or direct the project at organizational,
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portfolio, program, or project level.

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Organizational Process Assets
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(OPAs)
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D
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DEFINITION
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Plans, processes, policies, procedures, and
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knowledge bases specific to and used by the

performing organization. These assets influence
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the management of the project.

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EEFs and OPAs
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✓ Projects exist and operate in
environments that may influence
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them, favourably or unfavourably.
✓ EEFs and OPAs are two major

categories of project influences.
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Enterprise Environmental Factors
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(EEFs)
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Internal External
✓ Organizational culture, structure,
and governance or
✓ Marketplace conditions
✓ Social and cultural influences
✓ Geographic distribution of and issues
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facilities and resources
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✓ Legal restrictions
✓ Infrastructure
✓ Commercial databases
✓ Resource availability
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✓ Academic research
✓ Employee capability
✓ Government or industry
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standards
✓ Financial considerations
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✓ Physical environmental elements

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Organizational Process
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Assets (OPAs)
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Processes, policies, and procedures are:
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✓ Established by the project management
office (PMO) or another function outside of
the project.
✓ Not updated as part of project work
or
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✓ Templates, lifecycles, and checklists can be
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tailored, but not updated, for a project.

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Organizational knowledge bases are:

✓ Updated throughout the project with project
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information
✓ Updated information such as financial
performance, lessons learned, performance
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metrics and issues, and defects.

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Document Analysis
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D
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DEFINITION
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A technique used to gain project requirements

from current documentation evaluation.
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Document Analysis
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Derive new project requirements from
existing documents such as:
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✓ Business plans
✓ Service agreements
✓ Marketing materials
or
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✓ Current process diagrams
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✓ Application software documentation

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Focus Groups
tr
is
D
or
DEFINITION
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An elicitation technique that brings together
prequalified stakeholders and subject matter
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experts to learn about their expectations and

attitudes about a proposed product, service, or
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result.
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Focus Groups
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✓ Loosely structured, information-sharing
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sessions
✓ Moderator-guided, interactive or
✓ Includes stakeholders and SMEs
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✓ Qualitative research
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Questionnaires and Surveys
tr
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D
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DEFINITION
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Written format of questions designed to quickly

capture information from many respondents.
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Questionnaires
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and Surveys
is
D
or Often used data
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gathering technique:
• With varied audiences
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• When a quick
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turnaround is needed
• When respondents are
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geographically
dispersed
• Where statistical
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analysis could be
appropriate.
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Benchmarking
tr
is
D
or
DEFINITION
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The comparison of actual or planned products,
processes, and practices to those of
at
comparable organizations to identify best

practices, generate ideas for improvement, and
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provide a basis for measuring performance.

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Benchmarking
tr
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✓ Evaluates and compares a
business’ or project’s practices
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with others.
✓ Identifies best practices in order

to meet or exceed them.
or
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Interviews
tr
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D
or
DEFINITION
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A formal or informal approach to elicit
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information from stakeholders by talking with

them directly.
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Interviews
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✓ Helps to identify a stakeholder's
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requirements, goals, or
expectations for a project.
✓ Use to identify/define features and

functions of desired project’s
or
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deliverables.
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Group Decision-Making Techniques
tr
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Voting Autocratic decision Multicriteria decision
making analysis
Collective decision-making
and assessment
or
One team member makes Method - Establish criteria
Determines several the decision for the group. in decision matrix e.g. risk
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alternatives, with future levels, uncertainty, and
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actions as the expected valuation

outcome Uses a systematic,
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Use to generate, classify, analytical approach

and prioritize product Evaluate and rank many
requirements ideas
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Types of Voting
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Unanimity
Everyone agrees on a single course of action.
Useful in project teams with great cohesion.
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Example: Delphi technique
Majority
Decision reached with > 50% of group support
Tip: Create groups of an uneven number of
or
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participants to ensure decisions are made and tie
votes avoided.
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Plurality
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Decision reached with largest block in a group

deciding, even if majority is not achieved.
Use this method when more than 2 options are
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nominated.
Agile Methods
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Thumbs up/down/sideways
Fist of Five
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Data Representation
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Tailor to project context and decision-
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making criteria.
✓ Mind Mapping – Consolidate ideas

created through individual brainstorming
or
sessions into a single map to reflect
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commonality and differences in
understanding and to generate new
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ideas
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✓ Affinity Diagram – Allows large numbers

of ideas to be classified into groups for
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review and analysis

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Observations
tr
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D
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DEFINITION
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A technique used to gain knowledge of a
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specific job role, task, or function in order to

understand and determine project requirements.
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Facilitated Workshops
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D
or
DEFINITION
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Organized working sessions led by qualified
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facilitators to determine project requirements

and to get all stakeholders together to agree on
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project outcomes.
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Context Diagrams
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D
or
DEFINITION
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Visual depiction of product scope, showing a
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business system (process, equipment, computer

system, etc.) and how people and other systems
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interact with it.

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Context Diagrams
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Business Context Diagram Sample
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Government
Request for
or
Request for
Private Sector
Funding Funding Funding Funding

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Hardware, Software, and Educational

Support Services
User Community University Industry
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Request for Hardware, Request for

Software, and Support Educational
Services
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Request for
Educational
Educational
Services
Services
Education
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Community
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Storyboarding
tr
is
D
or
DEFINITION
e
A prototyping method using visuals or images to
at
illustrate a process or represent a project

outcome.
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Prototyping
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is
D
or
DEFINITION
e
Assists in the process of obtaining early
at
feedback on requirements by providing a

working model of the expected product before
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building.
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N
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Requirements
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Documentation
is
D
✓ Describes how individual requirements
meet project business need.
✓ Starts at a high level before providing
details. or
✓ Requirements need to be unambiguous
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(measurable and testable), traceable,
complete, consistent, and acceptable
at
to key stakeholders.
✓ Format can be simple (document
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listing all requirements, categorized by

stakeholder and priority) or more
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elaborate (executive summary, detailed

descriptions, attachments).
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Types of Requirements
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Business Stakeholder Transition and Readiness
Temporary capabilities
Higher-level needs of the Stakeholder or e.g. data conversion and training
organization e.g. business issues stakeholder group
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requirements needed to transition from the
or opportunities, and reasons why a needs. Reporting current as-is state to the desired future
project has been undertaken. requirements. state.
or
Quality Project
e
Condition or criteria needed to validate the successful Actions, processes, or other conditions the
completion of a project deliverable or fulfilment of other project project needs to meet e.g. milestone dates,
at
requirements e.g. tests, certifications, validations. contractual obligations, constraints.

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Solutions (Functional and Non-functional)

Describe features, functions, and characteristics of the product, service, or result that will meet the business and
stakeholder requirements.
Functional requirements - Describe the behaviors of the product
e.g. actions, processes, data, and interactions that the product should execute.
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Non-functional requirements - Supplement functional requirements to describe environmental conditions or qualities

required for the product to be effective
e.g. reliability, security, performance, safety, level of service, supportability, retention/purge, etc.
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Nonfunctional Requirements
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Type Considerations
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• How and when is the service available?
Availability • If the service were to become unavailable, how quickly can
•
or
it be restored to working?
What level of service performance, speed, and throughput is
required?
Capacity
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• Given the number of stakeholders using the service, is there
enough supply to meet demand?
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• If there were a disaster of some kind, how quickly could the

Continuity
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service be recovered to support operations.

• How well is the service and its information protected from
security risks and threats?
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Security
• How do you guarantee the confidentiality, integrity, and
availability of the information?
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N
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Requirements Management Plan
is
D
or
DEFINITION
e
at
management plan that describes how

requirements will be analyzed, documented, and
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managed.
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N
57
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Requirements
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Management Plan
is
D
✓ Planning, tracking, and reporting
information for requirements activities.
✓ Configuration management activities:
- Version control rules
or
e
- Impact analysis
- Tracing, tracking, and reporting
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✓ Required authorization levels for change

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approval
✓ Prioritization criteria / process
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✓ Product metrics and accompanying

rationale
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✓ Traceability structure, including

requirement attributes
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58
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58
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Requirements Traceability
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Matrix
is
D
or
DEFINITION
e
at
Links product requirements from their origin to

the deliverables that satisfy them.
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N
59
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Requirements Traceability Matrix
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is
D
or
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GUIDELINES
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Collecting Project Requirements
is
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• Review:
– Scope management plan
– Requirements management plan

or
– Stakeholder engagement plan
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– Project charter
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– Stakeholder register
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• Use tools and techniques such as interviews, focus groups, facilitated

workshops, group creativity techniques.
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Project Scope Statement
tr
is
D
or
DEFINITION
e
at
The description of the project scope, major

deliverables, assumptions, and constraints.
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up
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N
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Project Scope Statement
tr
is
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or
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up
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63
N
63
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Scope Tools and Techniques
tr
is
Expert Judgment
D
Judgment provided by a group or
person, based upon expertise in an
application area, Knowledge Area,
discipline, industry, etc.
or Product Analysis
e
Defines products and services.
Facilitation Includes asking questions about a
at
Effective guidance of a group to a product/service, forming answers

successful decision, solution, or to describe the use,
conclusion. characteristics, and other relevant
aspects of what is going to be
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delivered
up
Multi-criteria decision analysis Alternatives analysis

Technique of organizing decision Evaluation of choices available to
factors in a matrix to evaluate reach an objective.
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options
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N
64
o
D
e
ut
ib
Product Analysis
tr
is
D
or
DEFINITION
e
A tool to define scope by asking questions
at
about a product and forming answers to

describe the use, characteristics, and other
lic
relevant aspects of the product.

up
D
ot
65
N
65
o
D
e
ut
ib
Product Analysis
tr
Value Analysis
Systematic,
is
interdisciplinary
examination of factors
D
affecting the cost of a
Product Breakdown product or service
Splinter a product and its Requirements towards achieving the
work requirements into
components to achieve a
clear understanding of
or
Analysis
Process of
identifying, validating,
purpose at lowest cost
and required standards of
quality and reliability
work and documenting
e
specifications for
projects
at
Systems Analysis
lic
Process of studying a
product /service to
identify its goals and
Value Engineering purposes and create
up
Structured technique Systems Engineering

systems / procedures
to optimize value in a Design, integration,
to achieve them
project and management of
efficiently
complex systems
D
over their life cycles

ot
66
N
66
o
D
e
ut
ib
GUIDELINES
tr
Develop a Project Scope Statement
is
D
• Review:
- Scope management plan (developing, monitoring, and controlling project
scope activities) or
- Project charter (high-level project description and product characteristic
e
and project approval requirements)
at
• Requirements documentation
• OPAs – templates, processes, and procedures
lic
• Use tools and techniques to define the project scope (expert judgment,
product analysis, alternatives generation, and facilitated workshops).
up
• Document the project scope statement and update project documents.

D
ot
67
N
67
o
D
e
ut
ib
tr
Work Breakdown Structure
is
D
or
DEFINITION
e
A hierarchical decomposition of a project’s total
at
scope of work to accomplish project objectives

and create the required deliverables.
lic
up
D
ot
68
N
68
o
D
e
ut
ib
Work Breakdown Structure
tr
is
D
DMAIC
Project
1.0
Define
2.0
Measure
or
3.0
Analyze
4.0
Improve
5.0
Control
e
at
1.1 2.1 3.1 4.1 5.1

Work
lic
Packages 1.2 2.2 3.2 4.2 5.2

up
1.3 2.3 3.3 4.3 5.3

D
ot
69
N
69
o
D
e
ut
ib
Code of Accounts
tr
is
D
or
DEFINITION
e
at
Numbering system that uniquely identifies each

component of the WBS.
lic
up
D
ot
70
N
70
o
D
e
ut
ib
WBS Dictionary
tr
is
D
or
DEFINITION
e
Provides detailed deliverable, activity, and
at
scheduling information about each component

in the WBS.
lic
up
D
ot
71
N
71
o
D
e
ut
ib
WBS Dictionary
tr
is
Can include:
D
✓ Code of account identifier
✓ Description of work
✓ Assumptions and constraints

or
✓ Responsible organization
e
✓ Schedule milestones
at
✓ Associated schedule activities
✓ Resources required to complete

lic
the work
✓ Cost estimations
✓ Quality requirements
up
✓ Acceptance criteria
✓ Technical references
D
✓ Agreement information
ot
72
N
72
o
D
e
ut
ib
Decomposition
tr
is
D
or
DEFINITION
e
A technique of dividing and subdividing the
at
project scope and deliverables into smaller,

more manageable parts.
lic
up
D
ot
73
N
73
o
D
e
ut
ib
Decomposition - Example
tr
is
D
or
e
at
lic
up
D
ot
74
N
74
o
D
e
ut
ib
tr
Control
is
Accounts, Work
D
and Planning
Packages or
e
Let’s explore the units of work
at
in a project WBS.
lic
up
D
ot
75
N
75
o
D
e
ut
ib
Control Account
tr
is
D
or
DEFINITION
e
A management control point where scope,
at
budget, actual cost, and schedule are integrated

and compared to earned value for performance
lic
measurement.
up
D
ot
76
N
76
o
D
e
ut
ib
Planning Package
tr
is
D
or
DEFINITION
e
A WBS component below the control account
at
with known work content but without detailed

schedule activities.
lic
up
D
ot
77
N
77
o
D
e
ut
ib
Work package
tr
is
D
or
DEFINITION
e
The work defined at the lowest level of the WBS
at
for which cost and duration are estimated and

managed.
lic
up
D
ot
78
N
78
o
D
e
ut
ib
Planning Work Using a WBS
tr
1
✓ A control account has two or more
is
Project
work packages. Name
D
✓ A planning package may or may not
be used. 1.1 2.1
Control Control
✓ Each work package is part of a single
control account.
or Account A Account B
✓ Identifiers provide a structure for 1.2 1.3 2.2

e
Planning Planning Planning
hierarchical summation of costs, Package A Package B Package
schedule, and resource information
at
and form a code of accounts.

1.2.1 1.2.2 2.2.1
lic
Work Work Work

Package Package Package
up
Planning package
(optional layer) Lowest level - a work
houses work content, package with a unique
but no schedule or
D
identifier; contains
details. detailed schedule and
cost information.
ot
79
N
79
o
D
e
ut
ib
Scope Baseline
tr
is
D
or
DEFINITION
e
Approved version of a scope statement, WBS,
and its associated WBS dictionary, that can be
at
changed using formal change control

procedures and is used as a basis for
lic
comparison to actual results.

up
D
ot
80
N
80
o
D
e
ut
ib
Scope Baseline
tr
is
Components include:
D
✓Project scope statement
✓WBS
or
✓Work packages
✓Planning package
e
✓WBS dictionary
at
lic
up
D
ot
81
N
81
o
D
e
ut
ib
GUIDELINES
tr
Create a WBS
is
D
• Review:
- Scope management plan
- Project scope statement
or
- Requirements documentation
e
• EEFs and OPAs
at
• Use tools and techniques e.g. decomposition

lic
• Use expert judgment

• Include notes on work products that might be delivered incrementally
up
• Document the scope baseline

D
ot
82
N
82
o
D
e
ut
ib
Product and Iteration
tr
Backlogs
is
Product backlogs A product backlog
is a list of the
D
✓ Change throughout the project. expected work to
✓ Groom and refine the product deliver the
backlog continually; weekly or
monthly intervals are typical.
or product.
✓ Remove product backlog items

e
(PBIs) as work is completed.
at
- Edit and clarify PBIs as more

becomes known or as product
Iteration backlogs include items
lic
requirements change.
- Add PBIs when more work must from the product backlog that can
be done. conceivably be completed within
up
the time period based on the

team’s capacity.
Iteration backlog
D
✓ Teams must estimate effort and

understand business priorities.
ot
83
N
83
o
D
e
ut
ib
User Stories
tr
is
D
or
DEFINITION
e
at
Short descriptions of required functionality; told

from user’s point of view
lic
up
D
ot
84
N
84
o
D
e
ut
ib
User Stories
tr
is
✓ Help teams focus on that
D
value provided to the user.
✓ Suggest who will benefit from

the work and how.
or
e
✓ Driven by description instead
at
of technical specifications to
give holistic view
lic
up
User Story
D
Story Points
ot
85
N
85
o
D
e
ut
ib
Tools and Techniques for Verifying Scope
tr
is
D
Tool and Technique Description
Checklist of required criteria for a deliverable to be considered ready for

Definition of Done
Definition of Ready
customer use. or
Checklist for a user-centric requirement with all required information to
begin work.
e
Acceptance Criteria A set of conditions to meet before acceptance of deliverables.
at
Interval at or near the conclusion of a timeboxed iteration when the project

Iteration Reviews team shares and demonstrates the work produced during the iteration
lic
with stakeholders.
A technique for determining the cause and degree of difference between
Variance Analysis
up
the baseline and actual performance.

An analytical technique that uses mathematical models to forecast future
Trend Analysis
outcomes based on historical results.
D
ot
86
N
86
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Plan and Manage Schedule

up
TOPIC C
D
ot
N
87
87
o
D
e
ut
ib
STARTING THE PROJECT > PLAN AND MANAGE SCHEDULE
tr
is
D
or
Activity cost estimates Product Roadmaps
e
Activity duration estimates Earned Value
at
Task estimates Updated schedule

lic
Story estimates
Updated release plan
Feature estimates
Updated product backlog
up
Updated documentsBacklog
Velocity data Network diagram
Project schedule Planning meetings
D
Release plan Negotiations

ot
88
N
88
o
D
e
ut
ib
STARTING THE PROJECT > PLAN AND MANAGE SCHEDULE
tr
Tools, Activities & Processes
is
D
Process assets
Backlog management
or Release planning
Iteration planning
e
Top-Down Estimating: Expert, Burndown / Burnup charts
Analogous, Parametric
at
Cumulative flow diagrams

Bottom Up Estimating: Roll up
Throughput analysis
lic
WBS packages
T-Shirt sizing Velocity analysis
Retrospectives
up
Estimating using Fibonacci

sequences Review work produced
Story points Backlog reprioritization
D
Relative estimating Scaling projects

Affinity estimates Meetings
ot
PMIS Procurement negotiations 89

N
89
o
D
e
ut
ib
Project Schedule
tr
is
✓ Includes start and finish activities
D
✓ Uses specific dates and in a certain
sequence
✓ Sets dates for project milestones
✓ Coordinates activities to ensure on-
or
time project completion
e
✓ Tracks schedule performance and
at
provides visibility of project status

to upper management and project
lic
stakeholders
up
D
ot
90
N
90
o
D
e
ut
ib
Benchmarks and
tr
Historical Data
is
D
Benchmarking is the comparison of a
project schedule to another, similar
product/service schedule to provide a
good “starting point” for estimation
before detailed analysis.
or
e
Benchmarks can be useful in the initial
stage of scheduling to help assess the
at
feasibility of a project.
lic
Historical data can come from other

projects completed within an
organization for which detailed
up
information is available.
D
ot
91
N
91
o
D
e
ut
ib
Schedule Management Plan
tr
is
D
or
DEFINITION
e
at
management plan that establishes the criteria

and activities for developing, monitoring, and
lic
controlling the schedule.

up
D
ot
92
N
92
o
D
e
ut
ib
Schedule
tr
Management Plan
is
D
Describes how activities will be defined
and progressively elaborated.
Identifies a scheduling method and

or
scheduling tool to be used.
e
at
Determines the format of the schedule.

lic
Establishes criteria for developing and

controlling the project schedule.
up
D
ot
93
N
93
o
D
e
ut
ib
Components of the Schedule
tr
Management Plan
is
D
Organizational
Accuracy of activity Project schedule
procedure links used
duration estimates model used
or with the WBS
Process descriptions
e
to explain how
Rules of schedule
at
Units of measure to performance management

be used measurements to be processes are to be
lic
used documented
throughout the
project.
up
Control thresholds to
Reporting formats to be used for
be used monitoring schedule
D
performance
ot
94
N
94
o
D
e
ut
ib
Schedule Management
tr
Considerations for Agile/
Adaptive Environments
is
D
Consider developing project roadmap.
Schedule individual activities iteratively. or
e
Choose an iterative approach:
at
✓ Iterative scheduling with backlog
✓ On-demand scheduling
lic
up
D
ot
95
N
95
o
D
e
ut
ib
Iterative Scheduling with Backlog
tr
is
D
or
Does not work
e
well with
Delivers Allows
projects
at
business value changes

featuring
early and during entire
complex
incrementally project
dependency
lic
relationships
up
D
ot
96
N
96
o
D
e
ut
ib
Iterative Scheduling
with a Backlog
tr
Process
is
D
✓ Use progressive elaboration (rolling wave) to
schedule activities
✓ Use a specific time window e.g. two weeks

or
e
✓ Define requirements in user stories
at
✓ Prioritize stories
lic
✓ Select based on priority and time box
✓ Add remaining stories to backlog

up
✓ Construct later based on their priority

D
ot
97
N
97
o
D
e
ut
ib
On-Demand Scheduling
tr
is
✓ Does not use traditional schedules
D
✓ Team members “pull” work from a queue
when available
✓ Based on Kanban and Lean

or
methodologies
e
at
✓ Provides incremental business value
✓ Levels out work of team members

lic
✓ Works best when activities can be divided

into equal amounts
up
✓ Does not work well with projects

comprised of complex dependency
D
relationships
ot
98
N
98
o
D
e
ut
ib
GUIDELINES
tr
Develop a Schedule Management Plan
is
D
• Review the following:
or
- Project management plan (for information to develop the schedule)
- Project charter (for a summary, high-level milestone schedule)
- EEFs
e
- OPAs
at
• Use tools and techniques such as expert judgment and historical

information.
lic
• Use meetings to develop the schedule management plan.

• Document the schedule management plan for the project.
up
D
ot
99
N
99
o
D
e
ut
ib
Project Activity
tr
is
D
or
DEFINITION
e
at
A distinct, scheduled portion of work performed

during a project.
lic
up
D
ot
100
N
100
o
D
e
ut
ib
Project Activities
tr
is
D
An activity is a component of a
decomposed work package.
- Activities are not the same as work
packages or ‘tasks’.
or
A work package is the lowest level of the
e
WBS.
at
A task refers to project management

software.
lic
up
D
ot
101
N
101
o
D
e
ut
ib
Feature
tr
is
D
or
DEFINITION
e
at
A set of related requirements that allows the

user to satisfy a business objective or need.
lic
up
D
ot
102
N
102
o
D
e
ut
ib
Epic
tr
is
D
or
DEFINITION
e
at
A very large collection of user stories. Epics can

be spread across many sprints.
lic
up
D
ot
103
N
103
o
D
e
ut
ib
Features and Epics
tr
is
✓ Usually described as a short phrase. This
D
term groups related functionality together
to deliver business value.
✓ Includes activities and efforts such as
or
documentation, bug fixes, testing, and
e
quality/defect repairs.
at
✓ Delivers the capability that can be

estimated, tracked, and managed as a set.
lic
✓ Epics are responsible for producing a major

deliverable, which may include various
up
Agile features, for example.

D
ot
104
N
104
o
D
e
ut
ib
Working with
tr
Features
is
D
✓ Scheduling aligned to features
ensures associated work is
or
coordinated.
✓ Estimating features offers visibility to

e
when blocks of functionality can be
released to the business and end
at
users.
lic
✓ Progress can be measured by drawing

a ratio of accepted to remaining
features.
up
D
ot
105
N
105
o
D
e
ut
ib
Milestones
tr
is
D
or
DEFINITION
e
A significant point or event in a project, program,
at
or portfolio.
lic
up
D
ot
106
N
106
o
D
e
ut
ib
Milestones 5
tr
is
A milestone list identifies all project milestones
and indicates whether the milestone is
D
mandatory, such as those required by contract,
or optional, such as those based on historical
information.
Milestones have zero duration because they
or 4
e
represent a significant point or event.
at
3
lic
up
2
D
ot
1
107
N
107
o
D
e
ut
ib
Milestone Chart
tr
is
✓ Provides the summary level view of a project’s milestones.
D
✓ Uses icons or symbols.
✓ Useful for upper management who only require an overview.

or
e
at
lic
up
Q1 Q2 Q3 Q4
20xx 20xx 20xx 20xx
D
ot
108
N
108
o
D
e
ut
ib
GUIDELINES
tr
Estimating Project Activities
is
D
• Review:
- Schedule management plan
or
- Scope baseline for WBS, deliverables, assumptions, and constraints
- EEFs
- OPAs
e
• Analyze and decompose each work package of the WBS into activities that
at
will be required to produce the deliverable.

• Consult SMEs about unfamiliar material.
lic
• Evaluate all constraints and assumptions for their possible impact on

activity definition.
up
• After decomposing each work package into activities, evaluate the activity
list.
D
ot
109
N
109
o
D
e
ut
ib
Activity Dependency
tr
is
D
or
DEFINITION
e
A logical relationship that exists between two
at
project activities.
lic
up
D
ot
110
N
110
o
D
e
ut
ib
Activity Example activity:
tr
Designing Room Layouts
Dependency
is
D
Relationship indicates whether the
start of an activity is contingent on
an event or input from outside the
or
• Architect needs to assess the
functionality of a room
activity. design.
e
Activity dependencies determine the
at
precedence relationships. • Assessment cannot start

until workers finish framing
lic
the walls, windows, and roof.
• After structure is in place,

up
then architect can reassess

design plans to determine if
D
modifications are necessary.

ot
111
N
111
o
D
e
ut
ib
Types of Activity Dependencies
tr
is
Mandatory
D
A relationship that is contractually required or inherent in
the nature of the work.
Discretionary
or
e
A relationship that is established based on knowledge of
best practices within a particular application area or an
at
aspect of the project where a specific sequence is desired.

lic
External
A relationship between project activities and non-project

up
activities.
Internal
D
Contingent on inputs within the project team’s control.

ot
112
N
112
o
D
e
ut
ib
Precedence
tr
Relationships
is
Precedence relationships express a
D
logical dependency in precedence
diagramming methods.
It is a logical relationship between

activities that describes what the activity
or
sequence should look like.
e
at
Precedence relationships are always

assigned to activities based on the
lic
dependencies of each activity:
✓ Predecessor activity drives the

up
relationship; most often, it occurs first.

✓ Successor activity is driven by the
relationship.
D
ot
113
N
113
o
D
e
ut
ib
Types of Precedence Relationships
tr
is
D
or
e
at
lic
up
D
ot
114
N
114
o
D
e
ut
ib
GUIDELINES
tr
Sequence Project Activities
is
D
• Review:
− Schedule management plan (for information on the scheduling method
or
and tool, and information on how activities may be sequenced)
− Activity list for all project schedule activities
− Activity attributes for each activity

e
− Milestone list for the dates for specific schedule milestone events
at
− Project scope statement
− EEFs
lic
− OPAs
• Use tools and techniques such as the precedence diagramming method

up
(PDM), dependency determination, and leads and lags to develop the

project schedule network diagram.
• Document the project schedule network diagram and update any project
D
documents, as needed.
ot
115
N
115
o
D
e
ut
ib
Activity Duration Estimates
tr
is
D
Activity duration estimate
The quantitative assessment of the likely number of
or
time periods that are required to complete an activity.
e
Elapsed time
at
The actual calendar time required for an activity from

start to finish.
lic
up
Effort
The number of labor units required to complete a
scheduled activity or WBS component, often expressed
D
in hours, days, or weeks. Contrast with duration.

ot
116
N
116
o
D
e
ut
ib
GUIDELINES
tr
Estimate Activity Durations
is
• Involve the work package owners or those familiar with the work of the
D
activity.
• Consult lessons learned and historical information.
• Review the schedule management plan.
or
• Determine how you want to quantify the work that needs to be done.
e
• Consider resource requirements and capabilities.
at
• Review the resource requirements for each activity.

lic
• Check the resource calendars for resource availability.

• Consider interactions with other projects or operations.
up
• Review the project scope statement for assumptions and constraints.

• Review the risk register for risks that may affect resource estimation.
• Review the resource breakdown structure.
D
• Document the activity duration estimates.

ot
117
N
117
o
D
e
ut
ib
Schedule
tr
Presentation Formats
is
D
Select the type of schedule to suit your
project.
✓ Gantt Chart
or
e
✓ Milestone Chart
at
✓ Project Schedule Network Diagram with

lic
Dates
✓ Roadmap
up
✓ Task board
✓ Kanban board
D
✓ Burndown chart
ot
118
N
118
o
D
e
ut
ib
Gantt Chart
tr
is
D
or
DEFINITION A bar chart of schedule information where
e
activities are listed on the vertical axis, dates are
at
shown on the horizontal axis, and the activity

durations are shown as horizontal bars placed
lic
according to start and finish dates.

up
D
ot
119
N
119
o
D
e
ut
ib
Gantt Chart
tr
is
Useful for:
D
✓ Start and end dates, duration, and
order
✓ Precedence relationships
✓ Percentage completion and actual
or
progress
e
✓ Presentation of project status to
at
the team and management

lic
up
D
ot
120
N
120
o
D
e
ut
ib
Project Schedule Network
tr
Diagram with Dates and
Dependencies
is
D
Project schedule can be shown with or
without dependencies.
Network diagrams have clear
advantages, they assign start and finish
or
dates to activities and show the
e
interrelationship of activities with arrows.
at
Further benefits:
✓ Clear visual of project progress,
lic
workflow, and interdependencies of

activities.
up
✓ Justification of time estimate for the

project.
✓ Planning and organizational aid.
D
✓ Schedule compression opportunities

are more easily identifiable.
ot
121
N
121
o
D
e
ut
ib
Critical Path Method
tr
is
D
or
DEFINITION
e
Estimates the minimum project duration and
at
determines the amount of schedule flexibility on

the logical network paths within the schedule
lic
model.
up
D
ot
122
N
122
o
D
e
ut
ib
Critical Path Activity
tr
is
D
or
DEFINITION
e
at
Any activity on the critical path in a project

schedule.
lic
up
D
ot
123
N
123
o
D
e
ut
ib
Use the Critical Path Method
tr
is
• Sequence activities to represent the longest path through a project
D
• Goal is to determine the shortest possible project duration.
• Use early start (ES); early finish (EF); late start (LS); and late finish (LF) dates for all activities.
• Do not factor in resource limitation. or
e
Activity 2 Activity 4
4 weeks 3 weeks
at
Start Finish
6 weeks 1 week
lic
5 weeks 4 weeks
up
1[6w] + 2[4w] + 4[3w] + 6[1w] = 14 weeks

1[6w] + 3[5w] + 5[4w] + 6[1w] = 16 weeks Critical Path
D
ot
124
N
124
o
D
e
ut
ib
tr
is
D
or
About Float
e
at
lic
Float is the amount of time an activity can be delayed from its early start date
without delaying the project finish date or consecutive activities.
Total float is the amount of time that a schedule activity can be delayed or
up
extended from its early start date without delaying the project finish date or
violating a schedule constraint.
D
Free float is the amount of time that a scheduled activity can be delayed without
delaying the early start date of any successor or violating a schedule constraint.
ot
125
N
125
o
D
e
ut
ib
Agile Release
Planning
tr
is
✓ High-level summary timeline of the
D
release schedule based on product
roadmap and vision for the product’s
evolution.
✓ Determines the number of iterations
or
e
or sprints in the release
at
✓ Allows product owner and team to

decide:
lic
− how much needs to be developed

− how long it will take to have a
up
releasable product based on

business goals, dependencies, and
impediments.
D
ot
126
N
126
o
D
e
ut
ib
Ongoing Progress Based
tr
on Methodology
is
Traditional - Measure project progress
D
according to schedule by:
✓ Monitoring project status to update the
schedule.
✓ Managing changes to schedule baseline.
or
e
Agile - Evaluate progress by:
at
✓ Comparing the total amount of work

delivered and accepted to the amount
estimated for the current time period.
lic
✓ Reviewing completed work in regular

Sprint demos.
up
✓ Conducting scheduled reviews to record

lessons learned (or retrospectives).
D
✓ Determining the rate at which

deliverables are produced, validated, and
ot
accepted. 127
N
127
o
D
e
ut
ib
Resource
tr
Optimizatio
is
D
n
Techniques or
e
at
lic
up
D
ot
128
N
128
o
D
e
ut
ib
Smoothing
tr
and Levelling
is
D
Use Resource Optimization to
adjust the start and finish dates of
activities. or
You need to adjust planned
e
resource use so that it’s equal to or
at
less than resource availability.
Adjust the schedule model due to

lic
demand and supply of resources.

up
Use smoothing and levelling

techniques.
D
ot
129
N
129
o
D
e
ut
ib
Smoothing
• Adjusts the activities of a schedule model to
tr
keep resource requirements within predefined
resource limits and within free and total floats.
is
• Does not change the critical path is not
D
changed nor delay the completion date.
• This method may not be able to optimize all
or
resources.
e
at
lic
Levelling
• Adjusts start and finish dates based on
up
resource constraints
• Goal is to balance demand for resources with
available supply.
D
• Use when shared or critically required

resources have limited availability or are over-
ot
allocated
130
• Can change the critical path.
N
130
o
D
e
ut
ib
Schedule
tr
Compression
is
Techniques
D
or
e
at
lic
up
D
ot
131
N
131
o
D
e
ut
ib
Schedule Compression
tr
Techniques
is
Crashing
D
• Shortens schedule duration for the
least incremental cost by adding
or
resources e.g. overtime, additional
resources
• Works only for activities on the critical
e
path
at
• Does not always produce a viable

alternative and may result in increased
lic
risk and/or cost.

up
Fast-tracking
• Perform activities in parallel to reduce
D
time
• May result in rework, increased risk,
ot
and increased cost

132
N
132
o
D
e
ut
ib
Coordination with
tr
Other Projects
is
D
✓ If the project is part of a program or
a portfolio, evaluate the schedule
status for effects on other program
or portfolio components. or
✓ A delay (or acceleration) of a project
e
may not necessarily impact other
at
projects.
lic
✓ However, if the delay or acceleration

is caused by activities on the
project’s critical path and that
up
project is critical to the schedule of

other projects, the overall effect can
be significant.
D
ot
133
N
133
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Plan and Manage Budget and

Resources
up
TOPIC D
D
ot
N
134
134
o
D
e
ut
ib
STARTING THE PROJECT > PLAN AND MANAGE BUDGET AND RESOURCES
tr
is
D
or
Cost baseline Estimating techniques: Three Point,
e
Management reserve Analogous, Parametric, T-Shirt sizing,
Planning poker
at
Resource management plan

Review organization data
Change requests
lic
Meetings
Cost forecasts
Leverage PMIS
Risk analysis
up
Understand change control

Use velocity data and analysis
D
Throughput analysis
Cost Variance, EVM, EAC
ot
Features accepted vs feature remaining

135
N
135
o
D
e
ut
ib
Cost Estimates
tr
is
Develop an approximation of the cost for
D
each activity in a project.
Use logical estimates to provide a basis

for making sound decisions and they
or
establish baselines.
e
at
lic
up
D
ot
136
N
136
o
D
e
ut
ib
Estimating Techniques –
tr
Advantages and Disadvantages
is
D
Analogous Parametric Bottom-up
Estimating Estimating Estimating
or
Can ensure no work is Is very accurate and
e
Is not time consuming
inadvertently omitted gives lower-level
at
from work estimates. managers more

responsibility.
lic
Can sometimes be May be inaccurate, May be very time

difficult for lower-level
up
depending on the consuming

managers to apportion integrity of the historical Can be used only after
cost estimates. information. the WBS has been well-
defined.
D
ot
137
N
137
o
D
e
ut
ib
Common Estimate Types
tr
is
D
Accuracy: Rough Accuracy:
(-5% to +10%) Order of (-25% to +75%)
Definitive
estimate
or
Magnitude
e
Phased
at
estimate
lic
up
Project Cost
D
ot
138
N
138
o
D
e
ut
ib
Project
tr
Governance
is
D
✓ Budget management is a critical
project oversight and within the
or purview of project governance.
✓ Deviations in budget, scope,
e
schedule, resources or quality, will
impact the project.
at
✓ Project governance tells you whom

lic
these issues would impact and how

to deal with them.
up
✓ Tailor cost estimation approach to

phases of the project life cycle.
D
ot
139
N
139
o
D
e
ut
ib
Compliance
tr
is
Projects must be compliant with internal and
external standards, such as:
D
✓ Appropriate government regulations
✓ Corporate policies
✓ Product and project quality
✓ Project risk
or
e
The Project Compliance Plan is a sub-plan of
at
the project management plan.

In this step, you:
lic
✓ Classify compliance categories

✓ Determine potential threats to compliance
up
✓ Analyze the consequences of

noncompliance
D
✓ Determine necessary approach and action

to address compliance needs
ot
140
N
140
o
D
e
ut
ib
Lessons Learned
Register
tr
is
D
✓ Use during and after projects.
✓ Start with budgets from

or previous, similar projects.
e
✓ They contain valuable cost-
estimating information - both
at
successes and shortcomings.

lic
up
D
ot
141
N
141
o
D
e
ut
ib
GUIDELINES
tr
Estimate Costs
is
D
• Gather estimates for individual work packages.
• Check with the resource supplier to validate assumptions.
or
• Choose a suitable estimating technique according to context.
• Look for alternative costing options.
e
• Determine which units of measure to use.
at
• Consider impact of risks on cost.

lic
• Ensure that cost estimates are assigned to the right account.

• Ensure estimates include resource costs, level of estimate, and a list of
assumptions.
up
D
ot
142
N
142
o
D
e
ut
ib
GUIDELINES
tr
Estimate Budget
is
D
• Aggregate the estimated costs of individual activities or work packages to
or
establish an authorized cost baseline.
• Ensure budget contains funding needed to complete the project as defined
in the scope baseline and the project schedule.
e
• Measure project cost performance against this cost baseline
at
lic
up
D
ot
143
N
143
o
D
e
ut
ib
tr
Cost Baseline
is
D
or
DEFINITION
e
The cost baseline is the approved version of the
at
time-phased project budget, excluding any

management reserves.
lic
up
D
ot
144
N
144
o
D
e
ut
ib
Cost Baseline
tr
Project Budget
is
Can be changed only through formal
change control procedures and is
D
the basis for comparison to actual
results.
Cost baseline:
or
✓ Monitors and measures cost
e
performance
at
✓ Includes a budget contingency

lic
✓ Is tailored for each project

management reserve
Other components of the project
up
budget are depicted at right.

control accounts
D
contingency reserve
work package estimates
ot
145
N
145
o
D
e
ut
ib
GUIDELINES
tr
Estimate Cost Baseline
is
D
• Gather inputs to establish the baseline e.g. WBS, project schedule, cost
estimates, and risk management plan.
or
• Assign work to dates on project schedule and allocate funds for each
activity or work package for assigned time period.
e
• Consider a contingency reserve to cover expenses associated with risks.
at
• Total the costs for each time period, then plot these on a chart to create an
S-curve of the baseline.
lic
• Publish and distribute the cost baseline to the appropriate project

stakeholders.
up
D
ot
146
N
146
o
D
e
ut
ib
Budget Challenges
tr
is
✓ Ideally, budget is set during project
planning and does not change.
D
✓ However, the following changes can
or pose a challenge:
− New/changed project requirements.
− New risks, or changes to the

e
probabilities or impacts of existing
at
risks.
− Changes to cost estimates resulting
lic
from economic factors, procurement

contract modifications, resource
costs, etc.
up
D
ot
147
N
147
o
D
e
ut
ib
Response to
tr
Budget Challenges
is
D
When changes or challenges occur, you
must tailor:
or✓ Budget or funding
✓ Cost
✓ Schedule
e
✓ Scope
at
If the budget remains fixed and

lic
additional funds are not available, then

the project must change.
up
D
ot
148
N
148
o
D
e
ut
ib
tr
Funding Limit Reconciliation
is
D
or
DEFINITION
e
The process of comparing the planned
expenditure of project funds against any limits
at
on the commitment of funds for the project to

identify any variances between the funding
lic
limits and the planned expenditures.

up
D
ot
149
N
149
o
D
e
ut
ib
Funding Limit
tr
Reconciliation
is
D
Keep in mind:
✓ Most budgets assume steady incoming
and outgoing flows. or
✓ Large, sporadic expenditures are usually
e
incompatible with organizational
operations.
at
✓ Funding limits help regulate the

lic
outgoing capital flow to protect against

overspending.
up
D
ot
150
N
150
o
D
e
ut
ib
GUIDELINES
tr
Anticipate Future Budget Challenges
is
D
• Keep the stakeholder register current and be aware of changes to project
or
requirements if new stakeholders are added to the project.
• Monitor risks frequently to look for new risks and changes to existing ones.
e
• Monitor the performance of suppliers and vendors.
at
• Monitor all changes to the project and follow the Change Management
System to try to keep them within budget.
lic
up
D
ot
151
N
151
o
D
e
ut
ib
GUIDELINES
tr
Determine a Budget
is
D
• Review:
− Cost management plan
− Human resource management plan or

− Scope baseline for project scope statement, WBS, and WBS dictionary
− Risk register to consider any risks that may impact cost estimation
e
− EEFs and OPAs
at
• Check the project schedule for type, quantity, and duration of resources.
lic
• Use appropriate tools and techniques.

• Document the project budget, creating a cost baseline.
up
• Understand project funding requirements or cash flow to enable the

project.
• Update project documents, as needed.
D
ot
152
N
152
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Plan and Manage

Quality of Deliverables
up
TOPIC E
D
ot
N
153
153
o
D
e
ut
ib
STARTING THE PROJECT > PLAN AND MANAGE QUALITY OF DELIVERABLES
tr
is
D
or
e
Quality Management Plan Cost benefits analysis
at
Quality Metrics Cost of Quality

Quality Assurance Benchmarking
lic
Quality Control Quality audit

Process analysis
up
Measure quality
Verify deliverables
D
Quality measurement tools

ot
154
N
154
o
D
e
ut
ib
tr
Quality
is
D
or
DEFINITION
e
at
The degree to which a set of inherent

characteristics fulfill requirements.
lic
up
D
ot
155
N
155
o
D
e
ut
ib
Quality Standards
tr
and Regulations
is
D
Standards - Documents established as a model
by an authority, custom, or by general consent.
or
Regulations - These requirements can establish
product, process, or service characteristics,
including applicable administrative provisions
e
that have government-mandated compliance.
at
De facto regulations - Regulations that are

widely accepted and adopted through use.
lic
De jure regulations - Regulations that are

mandated by law or have been approved by a
recognized body of experts.
up
ISO 9000 Series - A quality system standard

that can be applied to any product, service, or
process in the world.
D
ot
156
N
156
o
D
e
ut
ib
Verified
tr
Deliverables
is
D
✓ Project team verifies deliverables
based on quality standards and
requirements
✓ The verified deliverables are
presented to and accepted (or
or
e
validated) by the customer –
resulting in accepted deliverables.
at
✓ Measure products and outputs

against the project’s quality
lic
standards.
✓ Implement corrections and controls
up
when quality standards are neither

met nor within acceptable ranges.
D
ot
157
N
157
o
D
e
ut
ib
tr
Quality Management Plan
is
D
or
DEFINITION
e
A component of the project management plan
at
that describes how applicable policies,

procedures, and guidelines will be implemented
lic
to achieve the quality objectives.

up
D
ot
158
N
158
o
D
e
ut
ib
Quality Management
tr
Plan
is
D
✓ Describes the activities and resources
necessary for the project management
team to achieve the quality objectives.
✓ May be formal or informal, detailed, or
or
broadly framed. Style and detail are
e
determined by project requirements.
at
✓ Review the quality management plan early

in the project.
lic
✓ Benefits:
− Decisions based on accurate
up
information
− Sharper focus on the project’s value
proposition
D
− Cost reductions
− Mitigate schedule overruns from
ot
rework
159
N
159
o
D
e
ut
ib
Cost of Quality
¥ €
tr
(CoQ)
is
£
D
CoQ is all costs incurred over the life of
the product by investment in
preventing nonconformance to
requirements, appraisal of the product
or service for conformance to
or
requirements, and failure to meet
e
requirements.
at
lic
up
D
ot
160
N
160
o
D
e
ut
ib
Quality Metrics
tr
is
Quality metrics - A description of a
D
project or product attribute and
how to measure it.
Tolerance - The quantified

or
description of acceptable variation
e
for a quality requirement.
at
lic
up
D
ot
161
N
161
o
D
e
ut
ib
tr
Quality Audit
is
D
or
DEFINITION
e
A structured, independent process to determine
at
if project activities comply with organizational

and project policies, processes, and procedures.
lic
up
D
ot
162
N
162
o
D
e
ut
ib
Quality Audit
tr
is
✓ Improves quality performance of a
project.
D
✓ Can be conducted at scheduled or
random intervals.
or
✓ Topics include:
e
− Quality management policy
at
− Collection and use of information
− Analytical methods
lic
− Cost of quality
− Quality process design

up
D
ot
163
N
163
o
D
e
ut
ib
GUIDELINES
tr
Manage Quality
is
D
• Ensure that random and/or scheduled quality audits are conducted by
qualified auditors. or
• Use one or more of the quality assurance tools and techniques to
determine the causes of quality problems of the project’s product, service,
e
systems, or processes.
at
• Identify and implement the appropriate actions to take to increase the

effectiveness and efficiency of the project team’s work results.
lic
up
D
ot
164
N
164
o
D
e
ut
ib
Control Quality Tools
tr
is
D
Data Data Data
Gathering Analysis Representation
or
e
• Checklists/Check • Performance • Cause-and-Effect
at
Sheets Reviews Diagram

• Statistical Sampling • Root Cause Analysis • Control Charts
lic
• Questionnaires and • Histograms

Surveys • Scatter Diagrams
up
D
ot
165
N
165
o
D
e
ut
ib
Data Gathering
tr
Questionnaires and Surveys
is
• Written set of questions, quickly accumulates information from a large number of
respondents.
D
• Useful for varied audiences, for quick turnaround, or geographical dispersion of
respondents
or
Checklists
e
• Check Sheets
at
A structured tool, usually component-specific

• Verifies performance of required steps or completion of requirements
• Used to organize facts to facilitate data collection about a potential quality problem
lic
• Useful for gathering attribute data while performing inspections for defects.
up
Statistical sampling
• Choosing part of a population of interest for inspection.
• Determine characteristics of an entire population based on measurement of
D
representative sample.
ot
N
166
o
D
e
ut
ib
Data Analysis
tr
is
Performance Reviews Root Cause Analysis
D
Technique that is used to measure, Analytical technique used to
compare, and analyze actual determine the basic underlying
performance of work in progress on
the project against the baseline.
or
reason that causes a variance,
defect, or a risk.
e
• Critical chain method • Using gathered data, identify
at
• Earned value management the cause of the problem.

• Trend analysis • Goal is to pinpoint the exact
lic
cause.
• Critical path method
• Follow issue back to the initial
up
trigger.
• Use RCA tools - Failure Modes
and Effects Analysis (FMEA), a
D
fishbone diagram, a Pareto

chart, a scatter diagram
ot
167
N
167
o
D
e
ut
ib
Data Representation
tr
(1 of 4)
is
D
Cause and Effect Diagram
Fishbone diagrams, why-why diagrams, or Ishikawa diagrams
or
Breaks down the causes of the problem statement identified into discrete branches, helping to
identify the main or root cause of the problem.
e
at
Example
lic
fishbone
diagram
up
D
ot
168
N
168
o
D
e
ut
ib
Data Representation
tr
(2 of 4)
is
Scatter Diagram
D
✓ A graph that shows the relationship
between two variables.
✓ Demonstrates a relationship between
or
any element of a process, environment,
e
or activity on one axis and a quality
at
defect on the other axis.

lic
up
D
ot
169
N
169
o
D
e
ut
ib
Data Representation
tr
(3 of 4)
is
Control Chart
D
A tool used to determine the predictability, behavior and stability of a process over time.
✓ A graphic display of project data

against established control limits
or specification limit
to reflect both the maximum and
e
control limit
minimum values.
at
center line
✓ Gives visibility to where corrective

lic
actions can prevent further

problems.
up
✓ Ideal for repetitive processes with

predictable results.
D
ot
170
N
170
o
D
e
ut
ib
Data Representation
tr
(4 of 4)
is
Pareto chart
D
✓ A histogram used to rank causes
of problems in a hierarchical
format.
or
✓ Use to help determine the most
e
frequent defects, complaints, or
at
other factors that affect quality.

✓ Demonstrates the frequency of
lic
occurrence
✓ Analyzes data sets related to a
up
specific problem or issue.

✓ Does not define the root cause of
D
a problem.
ot
171
N
171
o
D
e
ut
ib
GUIDELINES
tr
Control Product Quality
is
D
• Conduct inspections to detect quality errors during project work.
• Use Pareto diagrams to focus corrective actions on the problems with the
greatest effect on quality. or
• Use control charts to analyze and communicate the variability of a process
or project activity over time.
e
• Identify ways to eliminate causes of unsatisfactory results.
at
• Use flowcharts to identify redundancies, missed steps, or the source of

lic
quality performance problems.

• Initiate process adjustments by implementing corrective or preventive
actions.
up
• Continue to monitor, measure, and adjust quality throughout project life

cycle.
D
ot
172
N
172
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Integrate Project Planning Activities

up
TOPIC F
D
ot
N
173
173
o
D
e
ut
Integration
ib
Management
tr
is
✓ Assessment and coordination of
all plans and activities that are
D
built, maintained, and executed
throughout a project.
or ✓ A holistic, integrated view ties
plans together, aligns efforts,
and highlights how they depend
e
on each other.
at
✓ An integrated view of all plans

can identify and correct gaps or
lic
conflicts.
✓ A consolidation of the plans
encapsulates the overall project
up
plan and its intended business

value.
D
ot
174
N
174
o
D
e
ut
ib
Project Management Plan
tr
The document that describes how the
is
project will be executed, monitored,
controlled, and closed.
D
or
e
at
lic
up
D
ot
175
N
175
o
D
e
ut
ib
Project Integration
tr
Management Processes
is
D
Projects and project management are
integrative by nature. This is an
overview of the processes that project
managers need to know.
or
Also know that:
e
✓ These processes overlap and
at
interact with each other.

✓ The links among these processes
lic
are often iterative.

up
D
ot
176
N
176
o
D
e
ut
ib
Project Management
tr
Information System
is
(PMIS)
D
An information system e.g.
Microsoft Project consisting of
the tools and techniques used to
gather, integrate, and
or
disseminate the outputs of
e
project management processes.
at
The PMIS enables quick and

efficient work.
lic
up
D
ot
177
N
177
o
D
e
ut
ib
Project Management
tr
Plan Components
is
Subsidiary Plans
Scope
D
Requirements
✓ These are a combination of Schedule
essential and supporting Baselines
Cost
processes used to run a
project.
or
Scope
Schedule
Quality
Resource
Communications
Cost
Risk
✓ Ensure the essential plans and
e
Procurement
processes are in place.
at
Stakeholder
✓ Adapt and tailor the supporting
Additional
lic
plans and processes to your components

project. include:
Project Processes
up
✓ Consider the needs of the Work Explanation

project to determine which Agile Project Plan
Project approach
components of the project Change Management Plan
D
management plan are needed. Configuration

Management Plan
Management Reviews
ot
178
N
178
o
D
e
ut
ib
Project Management Plan
tr
Tools and Techniques
is
Expert
Judgment
D
✓ Use expert judgment to make
critical decisions.
✓ Use meetings to facilitate

or Meetings
communication and understanding.

e
at
✓ Gather data to understand the Data

project Gathering
lic
✓ Leverage interpersonal and team

up
skills to be an effective leader. Interpersonal

and Team
Skills
D
ot
179
N
179
o
D
e
ut
ib
tr
is
D
or
Managing Change
e
at
lic
up
D
ot
180
N
180
o
D
e
ut
ib
Configuration Change
tr
is
Management Plan Management Plan
D
Identify and account for project Provides direction for managing the
artifacts under configuration control,
and how to record and report changes
to them.
or
change control process and documents
the roles and responsibilities of the
change control board (CCB).
e
at
lic
Identification, maintenance, status Identification, impact analysis,

up
reporting, and verification of documentation, and approving or

configurable items rejecting of change requests.
D
ot
181
N
181
o
D
e
ut
ib
Change Management Plan
tr
is
Answers the following questions:
D
• Who can propose a change?
• What exactly constitutes a change? or
• What is the impact of the change on project objectives?
• What are steps to evaluate a change request before approving or rejecting it?
e
• When a change request is approved, what project documents will record the
at
next steps (actions)?

lic
• How will you monitor these actions to confirm completion and quality?
up
D
ot
182
N
182
o
D
e
ut
ib
GUIDELINES
tr
Develop a Project Management Plan
is
D
• Review:
Project charter - for the high-level boundaries of the project
−
− Outputs from other processes

or
− EEFs and OPAs
e
• Use tools and techniques.
at
• Use facilitation techniques.

lic
• Document the project management plan.

• Assess incremental delivery options.
up
D
ot
183
N
183
o
D
e
ut
ib
Factoring in
tr
Dynamic Change
is
Highly dynamic and complex projects which are
D
very common, require a robust approach to
change.
Some Agile approaches for managing change:
Disciplined Agile (DA) - a hybrid tool kit that
or
harnesses hundreds of agile practices to devise
e
the best “way of working” (WoW) for your team or
at
organization.
Scrum of Scrums - A technique for operation of
lic
Scrum at scale for multiple teams working on the

same product, coordinating discussions of
progress on interdependencies, and focusing on
up
how to integrate the delivery of software,

especially in areas of overlap.
Scaled Agile Framework (SAFe®) - A knowledge
D
base of integrated patterns for enterprise-scale,

lean-agile development.
ot
184
N
184
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Plan and Manage

Procurement
up
TOPIC G
D
ot
N
185
185
o
D
e
ut
ib
STARTING THE PROJECT > PLAN AND MANAGE PROCUREMENT
tr
is
D
or
e
Statement of Work Make or Buy Analysis
at
Procurement Management Plan Market research

Source selection criteria Meetings
lic
Selected sellers Expert judgment

Change Control Log Proposal Evaluation Techniques
up
Agreement Negotiations
Change Requests Bidder Conferences
D
Change Control Process

ot
186
N
186
o
D
e
ut
ib
Procurement Strategy
tr
is
The approach by the buyer to determine the project delivery method and the type of
D
legally binding agreement(s) that should be used to deliver the desired results.
or
e
Contract
at
Delivery Procurement
Payment
Method Phases
Types
lic
up
D
ot
187
N
187
o
D
e
ut
ib
Delivery Solution
tr
is
The goal of procurement is the delivery of procured goods or
D
services by the supplier to the procuring organization.
Solution Delivery Phase
Planning and analysis

Description or
Customer requirements are documented
e
Detailed design Solution is documented
at
Implementation or installation Solution is implemented or installed

lic
Testing Solution is tested
Training Training is provided to the customer

up
Handover Solution is formally handed over to the customer
Support and maintenance Solution is transferred to customer support

D
ot
188
N
188
o
D
e
ut
ib
Make or Buy?
tr
Make-or-buy analysis - The process of
is
gathering and organizing data about
product requirements and analyzing them
D
against available alternatives including the
purchase or internal manufacture of the
product.
Make-or-buy decisions - Decisions made
or
regarding the external purchase or internal
e
manufacture of a product.
at
Make-or-buy decision considerations:

• What is the impact on cost, time, or quality?
lic
• Is there an ongoing need for the specific skill

set?
up
• How steep is the learning curve?

• Are required resources readily available
D
within the organization?

ot
189
N
189
o
D
e
ut
ib
tr
Statement of Work (SOW)
is
D
or
DEFINITION
e
at
A narrative description of products, services, or

results to be delivered by the project.
lic
up
D
ot
190
N
190
o
D
e
ut
ib
Procurement SOW
tr
summary
is
The Statement of Work (SOW)
scope
D
describes the procurement item in
sufficient detail to allow prospective
sellers to determine if they are capable deliverables
of providing the products, services, or
results.
or fees
e
✓ Distributed to potential vendors to
at
evaluate their capability to perform

the work or provide the services.
lic
✓ Serves as a basis to develop the

procurement documents during the
up
solicitation process.
✓ A project scope baseline is used to
create the procurement SOW.
D
ot
191
N
191
o
D
e
ut
ib
tr
Procurement Management Plan
is
D
or
DEFINITION
e
at
management plan that describes how a project

team will acquire goods and services from
lic
outside of the performing organization.

up
D
ot
192
N
192
o
D
e
ut
ib
Procurement
tr
Management Plan
is
D
✓ Specifies the types of contracts that
will be used
✓ Describes the process for obtaining
or
and evaluating bids
e
✓ Mandates standardized procurement
at
documents
✓ Describes how providers will be
lic
managed
up
D
ot
193
N
193
o
D
e
ut
ib
✓ Overall or life-cycle cost
Source Selection
tr
✓ Understanding of need
Criteria
is
✓ Technical capability
A set of attributes desired by the buyer
D
✓ Management approach
which a seller is required to meet or
exceed to be selected for a contract. ✓ Technical approach
Some of these are: or
✓ Warranty
e
✓ Financial capacity
at
✓ Production capacity and interest

lic
✓ Business size and type

up
✓ Past performance of sellers
✓ References
D
✓ Intellectual property rights

ot
✓ Proprietary rights 194

N
194
o
D
e
ut
ib
Qualified Vendors
tr
is
D
✓ Vendors approved to deliver
products, services, or results based
on the procurement requirements
identified for a project.
or
e
✓ The list of qualified vendors can be
based on historical information
at
about the vendors.

lic
✓ If the required resources are new to

the organization, market research
can help to ”vet” them.
up
D
ot
195
N
195
o
D
e
ut
ib
Bidder Conferences
tr
These are meetings with prospective sellers
is
prior to the preparation of a bid or proposal to
ensure all prospective vendors have a clear
D
and common understanding of the
procurement.
Also known as contractor conferences, vendor
conferences, or pre-bid conferences.
or
e
✓ Buyer explains the requirements, proposed
at
terms, and conditions; buyer clarifies the

vendors’ queries.
lic
✓ Buyer ensures all prospective vendors have

a clear and common understanding of
up
technical and contractual requirements of

the procurement.
D
ot
196
N
196
o
D
e
ut
ib
External Resource
tr
Requirements and
is
Needs
D
Sometimes you need to move beyond
the organization to secure services
and expertise from outside sources on
a contract or short-term basis.
or
e
External resource are used commonly.
at
It helps businesses to focus more on

their core competencies.
lic
up
D
ot
197
N
197
o
D
e
ut
ib
Supplier and
tr
Contracts
is
D
Contract - A mutually binding agreement
that obligates the seller (supplier) to
provide the specified project or service or
result and obligates the buyer to pay for it.
or
e
✓ Customized for each agreement
at
✓ Contract types:
− Fixed-price
lic
− Cost-reimbursable
− Time-and-material (T&M)
up
✓ Agile contract types

− Capped Time and Materials Contracts
− Target Cost Contracts

D
− Incremental Delivery Contracts

ot
198
N
198
o
D
e
ut
ib
Communicating with
tr
Suppliers and Vendors
is
✓ Critical component of the
D
procurement process due to the
people involved.
✓ Consult the Communications

or
Management Plan for provisions for
e
working with vendors or suppliers,
such as:
at
− Periodic progress reports of

lic
supplier activities.
− Advance notification of potential
supplier cost overruns or schedule
up
delays, and acknowledgement by

the project manager to the
supplier.
D
− Formal acceptance by the project

manager of supplier’s contract
ot
deliverables.
199
N
199
o
D
e
ut
ib
Components of
tr
Contracts
is
✓ Description of the work being procured
D
for the project, its deliverables, and
scope
or
✓ Delivery date and schedule information
✓ Identification of authority, where
e
appropriate
at
✓ Responsibilities of both parties

✓ Management of technical and business
lic
aspects
✓ Price and payment terms
up
✓ Provisions for termination

✓ Applicable guarantees and warranties
D
ot
200
N
200
o
D
e
ut
ib
Traditional Contract Types
tr
is
D
Contract type Description
Fixed-price • An agreement that sets the fee that will be paid for a defined scope of work
regardless of the cost or effort to deliver it.
•
•
or
Also known as a lump sum contract.
Provides maximum protection to buyer but requires a lengthy preparation and
bid evaluation.
• Suited for projects with a high degree of certainty about their parameters.
e
Cost-reimbursable • A contract involving payment to the seller for the seller's actual costs, plus a fee
at
typically representing the seller's profit.

• Includes incentives for meeting certain objectives, such as costs, schedule, or
technical performance targets.
lic
• Suited for projects when parameters are uncertain.
Time and Material • A type of contract that is a hybrid contractual arrangement containing aspects
up
(T&M) of both cost-reimbursable and fixed-price contracts.

• Combines a negotiated hourly rate and full reimbursement for materials.
• Include not-to-exceed values and time limits to prevent unlimited cost growth.
• Suited for projects when a precise statement of work cannot be quickly
D
prescribed.
ot
201
N
201
o
D
e
ut
ib
Agile Contract Types
tr
is
D
Contract Type Description
Capped Time and • Works like traditional Time and Materials contracts.
Materials Contracts •
•
•
or
However, an upper limit is set on customers’ payment.
Customers pay up for the capped cost limit.
Suppliers benefit in case of early time-frame changes.
e
Target Cost Contracts • Supplier and customer agree on final price during project cost
negotiation.
at
• Primarily for mutual cost savings if contract value runs below

budget.
lic
• These contracts may allow both parties to face additional costs

if it exceeds budget.
Incremental Delivery • Customers review contracts during the contract life cycle at pre-
up
Contracts negotiated designated points of the contract lifecycle.

• Customers can make required changes, continue or terminate the
project at these points.
D
ot
202
N
202
o
D
e
ut
ib
tr
Control Procurements Process
is
D
or
DEFINITION
e
The process of managing procurement
at
relationships, monitoring contract performance,

making changes and corrections as appropriate,
lic
and closing out contracts.

up
D
ot
203
N
203
o
D
e
ut
ib
Notify the appropriate entity
tr
(usually Accounts Payable)
is
when work has been fulfilled
and contracts can be paid.
D
or
e
at
lic
up
D
ot
204
N
204
o
D
e
ut
ib
Contract Change
tr
Control System
is
D
The system used to collect, track,
adjudicate, and communicate changes to
a contract.
✓ Might be a component of the
integrated change control system or a
or
separate system.
e
✓ Specifically dedicated to control
at
contract changes.
lic
✓ Specifies the process by which project

contract changes can be made.
✓ Includes the documentation, dispute-
up
resolution processes, and approval

levels to authorize the changes to
contract specifications.
D
ot
205
N
205
o
D
e
ut
ib
Types of Contract Changes
tr
is
D
Component Description
Administrative changes Non-substantive changes, usually about the way the contract is
administered.
Contract modification
or
A substantive change to the contract requirements such as a
new deadline or a change to the product requirements.
e
at
Supplemental agreement An additional agreement related to the contract but negotiated

separately.
lic
Constructive changes Changes that the buyer may have caused through action or
inaction.
up
Termination of contract A contract may be terminated due to vendor default or for

customer convenience. Defaults are due to nonperformance,
such as late deliveries and poor quality, or nonperformance of
some or all project requirements.
D
ot
206
N
206
o
D
e
ut
ib
Legal Concepts when Managing
tr
Disputes
is
Seek legal advice if the terms of a contract have not been met.
D
Negotiate settlements to arrive at a final equitable settlement of all outstanding issues, claims,
and disputes by negotiation.
Legal Issue Description

or
e
at
A promise, explicit or implied, that goods or services will meet a pre-determined

Warranty
standard. The standard may cover reliability, fitness for use, and safety.
lic
Waiver The giving up of a contract right, even inadvertently.

up
Failure to meet some or all of the obligations of a contract. It may result in damages
Breach of contract
paid to the injured party, litigation, or other ramifications.
D
A letter sent to an individual or a business to stop (cease) allegedly illegal activities

Cease and desist (C&D)
and to not undertake them again (desist). Often used as a warning of impending legal
letter
action if it is ignored.
ot
207
N
207
o
D
e
ut
ib
GUIDELINES
tr
Handle Disputes
is
D
• Be aware of important legal terms e.g. ’warranty’, ’waiver’, and ‘breach of
contract’ that can, if ignored, have a significant impact on the project.
or
• Consult with the legal department or an outside legal expert so you
thoroughly understand any contracts that affect your project.
e
• If your contract isn't written specifically to exclude inadvertent waivers,
avoid waiving your contract rights by:
at
− Accepting a product that fails to meet standards for quality or

lic
performance.
− Accepting late deliveries.
− Overlooking an aspect of nonconformance to contractual obligations.

up
D
ot
208
N
208
o
D
e
ut
ib
GUIDELINES
tr
Manage Suppliers and Contracts
is
• Index and store all contract correspondence for ease of retrieval.
D
• Develop and implement an effective contract change control system.
or
• Evaluate the risk of each contract change request.
• Document all contract changes and incorporate any effects of the changes
into the project plan.
e
• Develop and implement an effective performance reporting system for the
at
seller.
• Specify any performance reporting criteria to apply to the seller.
lic
• Set performance milestones to monitor project progress.

• If work is performed at another site, conduct site visits to determine how
up
the seller’s work is progressing.

• Submit approved invoices for payment in accordance with the contract and
the project’s payment system.
D
ot
209
N
209
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Establish Project Governance

Structure
up
TOPIC H
D
ot
N
210
210
o
D
e
ut
ib
STARTING THE PROJECT > ESTABLISH PROJECT GOVERNANCE STRUCTURE
tr
is
D
or
e
Stakeholder Artifacts Meetings
at
Leverage Organizational Process Assets

PMIS
lic
Update documents
up
D
ot
211
N
211
o
D
e
ut
ib
Project Governance
tr
is
D
or
e
at
lic
up
D
ot
212
N
212
o
D
e
ut
ib
tr
Project Governance
is
D
or
DEFINITION
e
The framework, functions, and processes that
guide project management activities in order to
at
create a unique product, service, or result to

meet organizational, strategic, and operational
lic
goals.
up
D
ot
213
N
213
o
D
e
ut
ib
Project Governance
tr
Components:
is
✓ Project success and deliverable acceptance
criteria
D
✓ Process to identify, escalate, and resolve issues
✓ Relationship between project team,
or
organizational groups, and external
stakeholders
✓ Project organization chart with project roles
e
✓ Communication processes and procedures
at
✓ Processes for project decision-making

✓ Guidelines for aligning project governance and
lic
organizational strategy
✓ Project life cycle approach
up
✓ Process for stage gate or phase reviews

✓ Process for review and approval of changes
above the project manager's authority
D
✓ Process to align internal stakeholders with

project process requirements
ot
214
N
214
o
D
e
ut
ib
Project Phases
tr
is
D
A collection of logically related Produce one or more
deliverables in a
project activities that culminates in phase
the completion of one or more
deliverables. or
e
Can be performed
sequentially or can
at
overlap
lic
Outputs from one

up
phase are generally

inputs to the next
phase
D
ot
215
N
215
o
D
e
ut
ib
Apply Governance to
tr
the Project Life Cycle
is
D
✓ At the beginning of a phase, verify and
validate the former assumptions made
to the project, analyze risks, and provide
detailed explanation of the phase's
deliverables.
or
✓ After the phase’s key deliverables are
e
produced, a review ensures
at
completeness and acceptance.

✓ A phase can be closed, or the project
lic
terminated when huge risks are

involved for the project or when the
objectives are no longer required.
up
D
ot
216
N
216
o
D
e
ut
ib
Phase Gates
tr
A review at the end of a phase in which a decision is made to continue to the next
is
phase, to continue with modification, or to end a project or program.
D
Synonyms include governance gate, tollgate, and kill point.
Used to check if each phase has fulfilled the exit criteria and is eligible to move to
the next step.
or
Software development projects use a specialized type of phase gate called a quality
gate.
e
at
lic
Final
G G G G G
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Project
1 2 3 4 5
Deliverable
up
D
G = Phase gate
n
ot
217
N
217
o
D
e
ut
ib
Phase-to-Phase
Relationships
tr
is
Sequential relationships contain
D
consecutive phases that start
only when the previous phase is
orcomplete. This relationship
reduces the level of uncertainty,
which may eliminate the option
e
for shortening a project's
at
schedule.
Overlapping relationships contain
lic
phases that start prior to the

previous phase ending. This
relationship increases the level of
up
risk and may cause rework if

something from the previous
D
phase directly affects the next

phase.
ot
218
N
218
o
D
e
ut
ib
GUIDELINES
tr
Determine Appropriate Governance for a
is
Project
D
• Involve the organization’s decision managers i.e. senior managers.
or
• Choose the most appropriate governance goals and try to keep them
simple.
e
• Select a group of experienced individuals to be responsible for all
governance activities.
at
• Practice governance for projects, programs, and portfolios.

lic
• Keep the governance process transparent to the project stakeholders.

• Remember that governance is an evolutionary process and take advantage
up
of the lessons you have learned during it.

D
ot
219
N
219
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Plan and Manage Project/Phase

Closure
up
TOPIC I
D
ot
N
220
220
o
D
e
ut
ib
STARTING THE PROJECT > PLAN AND MANAGE PROJECT/PHASE CLOSURE
tr
is
D
or
e
Definition of Done Nil
at
Accepted Deliverables
lic
up
D
ot
221
N
221
o
D
e
ut
ib
Close Project or
tr
Phase
is
D
Several important activities occur
during closeout:
✓ The planned work is completed.
✓ Project or phase information is
or
e
archived.
at
✓ Project team resources are

released to pursue other
endeavors.
lic
up
D
ot
222
N
222
o
D
e
ut
ib
Close Project or Phase
tr
Criteria
is
Closure Reasons:
D
• The project or phase successfully met its
completion objectives.
or
• Requirements changed during execution and the
project is no longer feasible.
• Funding is no longer available to complete the
e
requirements.
at
• Significant risks make the successful completion

of the project impossible.
lic
• The organization no longer needs the project

deliverables.
up
• External factors eliminate the need for the project.

Examples of these factors include:
− Change in laws or regulations.
D
− Merger or acquisition that affects the

organization.
ot
− Global or national economic changes.

223
N
223
o
D
e
ut
ib
Close Procurements
tr
is
D
✓ Close procurements when the
contract terms of a procurement
have been satisfied by both
buyer and seller.
✓ This occurs throughout the life of
or
the project, not during project
e
closure.
at
✓ Keep contracts open only for the

necessary period, to avoid
lic
erroneous or unintentional
charges against the contract.
up
D
ot
224
N
224
o
D
e
ut
ib
Acceptance of
tr
Project Deliverables
is
D
✓ Project deliverables are deemed
accepted when acceptance criteria
have been met.
✓ These criteria generally refer to
or
some or all of the requirements that
e
were established at the beginning
at
of the project (and which might

have been modified during the
project’s life cycle).
lic
✓ Deliverables that meet these

acceptance criteria are formally
up
signed off and approved by the

customer or sponsor.
D
ot
225
N
225
o
D
e
ut
ib
Payments
tr
is
✓ Payments made to a supplier or vendor
D
are made in accordance with the terms of
the contract between the buyer and the
supplier or vendor. or
✓ Unless a contract is closed at the
e
completion of the project or phase,
payment will most likely have been made
at
at the time of contract closure.

lic
✓ It should not be delayed until project or

phase closure (unless specified in the
up
contract), to avoid the potential for

accidental charges to the contract.
D
ot
226
N
226
o
D
e
ut
ib
Knowledge
Knowledge
tr
Management
is
Management
D
or
e
at
lic
up
D
ot
227
N
227
o
D
e
ut
ib
Use the Lessons-Learned
tr
Register
is
D
Considerations:
✓ Scheduling lessons learned
✓ Conflict management lessons learned or
✓ Sellers lessons learned
e
✓ Customer lessons learned
at
✓ Strategic lessons learned

lic
✓ Tactical lessons learned

✓ Any other aspects of lessons learned
up
D
ot
228
N
228
o
D
e
ut
ib
Knowledge
tr
Management
is
D
or
DEFINITION
e
at
A store of historical information about lessons

learned in projects.
lic
up
D
ot
229
N
229
o
D
e
ut
ib
Knowledge
tr
Management
is
D
✓ Knowledge management during
project or phase closure consists of
or finalizing the lessons-learned
register, which is compiled
throughout the project life cycle.
e
✓ This document should then be
at
added to the lessons-learned

repository, which is a database of
lic
lessons learned from multiple

projects.
up
✓ At the close of the project – the

lessons learned should be added to
the Knowledge
D
Management/Lessons Learned
repository
ot
230
N
230
o
D
e
ut
ib
Transition
tr
Planning Artifacts
is
D
Coordination and strategy about how to
best deliver and transition the product
and other deliverables is needed. or
Releasing and deploying deliverables in
e
the most suitable manner ensures end-
at
user awareness and increases the

proper usages and adoption of outputs.
lic
Preparation of artifacts includes:

✓ Training
up
✓ Documentation
✓ Communication
D
✓ Support
ot
231
N
231
o
D
e
ut
ib
Transition
tr
Readiness
is
D
Releasing, delivering, and deploying the
project’s work into an environment that is
not ready may negate its value.
Examine the readiness of all parties and
prepare them for delivery, including:
or
✓ End users
e
✓ The business
at
✓ The physical resources
✓ The project team

lic
Most critical in situations where there is

an upgrade or improvement to an existing
up
product or service.
Assess the readiness of all parties,
implement the transition plans
D
accordingly, and capture lessons learned

for the next release or project.
ot
232
N
232
o
D
e
ut
ib
GUIDELINES
tr
Close Out a Project or Phase
is
• Review the project management plan.
D
• If applicable, use a project termination checklist.
or
• Gather and organize performance measurement documentation, product
documentation, and other relevant project records.
• Confirm project's products meet compliance requirements.
e
• Release project resources.
at
• Update records to ensure that they reflect final specifications.

• Be sure to update the resource pool database to reflect new skills and
lic
increased levels of proficiency.

• Analyze project success and effectiveness and document lessons learned.
up
• Prepare lessons-learned reports and a final project report.

• Obtain project approval and formal project acceptance.
D
• Archive a complete set of indexed project records.

• Celebrate the success of the project with the team and
ot
other stakeholders. 233

N
233
o
D
e
ut
ib
tr
is
D
or
End of
e
Module 2
at
lic
up
D
ot
234
N
234
o
D

Lesson 2 Strating The Project

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e

• Plan and Manage Budget and Resources​

Deliverables and Tools

Project business case/needs document Meetings

Project Implementation Plan Workshops

Knowledge of classic PM and agile practice

of further project activities

Business needs documents:

✓ Prerequisite of formal business

needs creating and / or performing

✓ Implementing them in a new or existing

✓ Decommissioning or removing old

✓ Ensuring training and knowledge transfer

work to be accomplished in the near term is

is planned at a higher level.

✓ A form of progressive elaboration

✓ Decompose work down to the

known level of detail during

✓ Decompose work packages into

detail in a project management plan as greater

estimates become available.

• Project needs, requirements, and constraints are understood, and

• Plans drive the project forward.

• Combines strategies from agile or predictive as required.

Determine project scope, time, and cost in the

output, always a deliverable

Great for projects:

✓ With a mix of resources and

✓ With shorter, iterative time

✓ With high stakeholder

Iterative • Activities repeated until correct

• Activities performed once per increment

• Iterative or incremental -change-driven/adaptive.

Uses series of iterations

deliveries Iterative frame.

Projects where learning and correction is expected to eventually reach

Customers or business wants or expects to see outputs or partial

• Mix of resources and experience levels

Plan and Manage Scope

Work performance reports Product backlog

Requirements management plan

management plan that describes how the scope

✓ Enables the creation of the WBS from

✓ Specifies how formal acceptance of

the completed project deliverables

✓ Can be formal or informal, broadly

Internal and external experts or

Used to evaluate identified options in order to select the options or

approaches to use to execute and perform the work of the project.

Team members help create the scope management plan

project needs to meet e.g. milestone dates,

product, service, or outcome that the project is

✓ Provide the foundation for

or result with the specified features and

The features and functions that characterize a

✓ Agile - Backlogs (including product

reflect current project needs.

✓ Measure completion of project

scope against the project

✓ Measure completion of the product

Areas of tolerance might include:

✓ Accepted or baselined requirements,

• Plan and Manage Budget and Resources