Project Management Slides - Knowledge Areas

Project Management Module 3 : Project Management Knowledge areas (12) CO3 : Understand Practices, Tools & Techniques in the area of Project Management. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Proj...

Project Management Module 3 : Project Management Knowledge areas (12) CO3 : Understand Practices, Tools & Techniques in the area of Project Management. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communication Management Project Risk Management Project Procurement Management Module 3: Project Management Knowledge Areas 2 Module 3 : Project Management Knowledge areas (9) Project Integration Management Project Scope Management Project Time Management Project Plan Development Initiation Activity Definition Project Plan Execution Scope Planning Activity Sequencing Integrated Change Control Scope Definition Activity Duration Estimating Scope Verification Schedule Development Scope Change Control Schedule Control Project Cost Management Project Quality Management Project Human Resource Resource Planning Quality Planning Management Cost Estimation Quality Assurance Organizational Planning Cost Budgeting Quality Control Staff Acquisition Cost Control Team Development Project Communication Project Risk Management Project Procurement Management Risk Management Planning Management Communication Planning Risk Identification Procurement Planning Information Distribution Qualitative Risk Analysis Solicitation Planning Performance Reporting Quantitative Risk Analysis Solicitation Administrative Disclosure Risk Response Planning Risk Source Selection Monitoring & Control Contract Administration Contract Closeout Module 3: Project Management Knowledge Areas 3 Project Time Management Major Processes: Activity Definition Activity Sequencing Activity Duration Estimation Schedule Development Schedule Control Gantt chart--- Module 3: Project Management Knowledge Areas 4 Project Time Management Activity Definition Inputs: ○ Work Breakdown Structure ○ Scope Statements ○ Historical Information ○ Constraints ○ Assumptions ○ Expert Judgement Tools & Techniques: ○ Decomposition ○ Templates Outputs: ○ Activity List ○ Supporting Details ○ Work Breakdown structure updates Module 3: Project Management Knowledge Areas 5 Project Time Management Activity Definition Work Breakdown Structure (WBS): “A work breakdown structure defines all the things a project needs to accomplish, organized into multiple levels, and displayed graphically Steps to create WBS 1. Define the project goals and objectives. Begin with the project charter—the scope, objectives and who is participating in the project—determine what it is and describe it. 2. The next level down is the project phases: break the larger project statement of intent into a series of phases that will take it from conception to completion. 3. What are your deliverables? List them all and note what is necessary for those deliverables to be deemed successfully delivered (sub-deliverables, work packages, resources, participants, etc.). 4. Take your deliverables from above and break them down into every single task and subtask that is necessary to deliver them. Make a list of all those tasks. 5. With the tasks now laid out, assign them to the team. Give each team member the tools, resources and authority they need to get the job done. Module 3: Project Management Knowledge Areas 6 Project Time Management Activity Definition Benefits of WBS Software Organize Deliverables and Tasks Set Schedule Baselines Visualize Project Schedule List Subtasks and Dependencies Estimate Each Task Duration Identify Project Phases Module 3: Project Management Knowledge Areas 7  Project Time Management Activity Definition Inputs: ○ Work Breakdown Structure ○ Scope Statements: The project justification & project objectives contained in the scope statement must be considered explicitly during activity definition ○ Will contain explicitly Project justification ( business needs that the project is undertaken to address), Project’s product (characteristics of product or services that the project is undertaken to create), Project deliverables (list of summary level subproducts whose full or satisfactory delivery marks completion of the project), Project Objectives (quantifiable criteria that must be met for the project to be considered successful such cost, schedule & quality measures) Module 3: Project Management Knowledge Areas 8  Project Time Management Activity Definition Inputs: ○ Work Breakdown Structure ○ Scope Statements ○ Historical Information: what activities were actually required on previous similar projects should be considered in defining project activities. ○ Constraints: factors that will limit the project management team’s options ( such as maximum activity duration, number of resources etc.) ○ Assumptions: ○ Expert Judgement Module 3: Project Management Knowledge Areas 9  Project Time Management Activity Definition Module 3: Project Management Knowledge Areas 10  AON diagrams-Activity or Node Diagram C E Start Start A F H B D G 11 Relationships between tasks A-----> B Start to Start : B can start ONLY if A has (atleast Started) Start to Finish: B can Finish if A has atleast started Finish to Start: B can start ONLY when A is finished Finish to Finish: B can finish only when A is finished ( both can finish together) 12 Relationships between tasks A-----> B Start to Start : A B Start to Finish: A A B B can Finish if A has atleast started Finish to Start: A B can start ONLY when A is finished B Finish to Finish: B can finish only when A is finished ( both can finish together) A B 13 Project Time Management Activity Sequencing Inputs: ○ Activity List ○ Product Description ○ Mandatory Dependencies ○ Discretionary Dependencies ○ External Dependencies ○ Milestones Tools & Techniques: ○ Precedence Diagramming Method (PDM)-a visual tool used to schedule project activities and dependencies(AOA) ○ Arrow Diagramming Method (ADM)- network diagramming technique that uses arrows to represent project activities (AON) ○ Conditional Diagramming Methods- includes repeating and conditional activities. ○ Network Templates- predefined configuration that can be used to easily set up firewall policies for managing traffic between different networks Outputs: ○ Project Network Diagram ○ Activity List Updates Module 3: Project Management Knowledge Areas 14 Project Time Management Activity Duration Estimation Inputs: ○ Activity List ○ Constraints ○ Assumptions ○ Resource requirements ○ Resource capabilities ○ Historical Information ○ Identified Risks Tools & Techniques: ○ Expert Judgement ○ Analogous Estimating- Analogous estimating is a technique used to estimate the cost and duration of a project by comparing it to a similar project that has already been completed ○ Quantitative based duration-type of quantitative continuous variable that measures the amount of time ○ Reserve time (Contingency) - a time buffer set aside in a project plan to account for unexpected delays. Outputs: ○ Activity duration estimates ○ Basis of estimates-a collection of data and information that explains how to estimate the cost and resources needed for a project. ○ Activity List Updates-changes made to a list of tasks or activities in a project. Activity lists are important for project management because they help ensure that all tasks are completed and the project is executed efficiently. Module 3: Project Management Knowledge Areas 15 Project Time Management Schedule Development Inputs: ○ Project Network Diagram ○ Activity duration estimates ○ Resource requirement ○ Resource pool description ○ Calendar ○ Constraints ○ Assumptions ○ Leads & Lags-time constraints and opportunities used in project management to plan and optimize project schedules ○ Risk management plans ○ Activity attributes Tools & Techniques: ○ Mathematical analysis ○ Duration compression-project management technique that shortens a project's schedule without reducing its scope. ○ Simulation ○ Resource Leveling heuristics - techniques that help manage resources and tasks to ensure a project is completed on time and within budget ○ Project management software ○ Coding structure Outputs: ○ Project Schedule ○ Supporting detail ○ Schedule management plan ○ Resource requirements updates 16 Project Time Management Schedule Control: Inputs: ○ Project schedule ○ Performance reports ○ Change requests ○ Schedule management plan Tools & Techniques: ○ Schedule change control system ○ Performance measurement ○ Additional planning ○ Project management software ○ Variance analysis-process that compares a project's actual results to its planned outcomes Outputs: ○ Schedule updates ○ Corrective actions ○ Lessons learned Module 3: Project Management Knowledge Areas 17 Module 3 : Project Management Knowledge areas (9) Project Integration Management: Ensures various elements of projects are properly coordinated Trade off between meeting project objectives & alternatives to meet or exceed the stakeholders needs & expectations Major Processes: Project Plan Development: integrating & coordinating all project plans to create consistent, coherent document Project Plan Execution: carrying out the project plan by performing activities included therein Integrated Change Control: coordinating changes across the entire project Module 3: Project Management Knowledge Areas 18 Project Integration Management Project Plan Development: Inputs: ○ Other planning outputs ○ Historical Information ○ Organizational Policies ○ Constraints ○ Assumptions Tools & Techniques: ○ Project Planning methodology ○ Stakeholders skill & knowledge ○ Project Management Information System (PIMS) ○ Earned Value Management (EVM)-a project management technique that uses a systematic approach to measure and integrate a project's cost, schedule, and scope performance against a baseline plan Outputs: ○ Project Plan ○ Supporting details Module 3: Project Management Knowledge Areas 19 Project Integration Management Project Plan Development: Inputs: ○ Other planning outputs: All of the outputs of the planning processes in the other knowledge areas such as base documents, WBS, and supporting details such as cash flow forecasts ○ Historical Information: Estimating databases, records of the past projects performance, information to assist with verifying assumptions and assessing alternatives ○ Organizational Policies: Formal/ informal policies affecting the plan such as; quality management (process autis, continuous improvement targets), personnel administration (hiring & firing guidelines, employee performance reviews), financial control ○ Constraints: what will affect people/ performance ○ Assumptions: factors considered to be true while planning Tools & Techniques: ○ Project Planning methodology: Monte Carlo analysis of schedule-a computer-based method that uses random sampling to solve problems. ○ Stakeholders skill & knowledge: team efforts (assigning appropriate type of work to individual member) ○ Project Management Information System (PIMS) ○ Earned Value Management (EVM) : technique used to integrate scope, schedule and resources to measure and report project performance from initiation to closure. Module 3: Project Management Knowledge Areas 20 Project Integration Management Project Plan Development: Outputs: ○ Project Plan: Formal approved document used to manage project execution. PRoject schedule mentioning planned dates for performing various activities, meeting milestones identified in plan. Project plan would change during the execution of the activities ( due to changed requirements, performance different than planned etc.) ○ Project plan can be presented as Project charter: ○ summary of individual management plans from the other knowledge areas, scope statement, WBS, cost estimates, performance measurement baseline (schedule, cost and time), major milestone & target dates of each, key/required staff with their cost, risk management plan, open issues & pending decisions ○ Supporting details: Additional information not included in plans from other knowledge areas, additional documents generated during constraints & assumptions , documentation of relevant standards Module 3: Project Management Knowledge Areas 21 Project Integration Management Project Plan Execution: Inputs: ○ Project Plan ○ Supporting detail ○ Organizational policies ○ Preventive action: action that reduces the probability of potential consequences of project risk events ○ Corrective action: anything done to bring expected future project performance. (output of various control processes) Tools & Techniques: ○ General Management skills: Leadership, communicating & negotiating. ○ Product skills & knowledge: access to appropriate set of skills and knowledge of the product ○ Work authorization system: ○ Status review meetings ○ Project Management Information System (PIMS) ○ Organizational Procedures Outputs: ○ Work Results ○ Change Requests Module 3: Project Management Knowledge Areas 22 Module 3 : Project Management Knowledge areas (12) Project Cost Management: Ensures project is completed with the approved budget Major Processes: Resource Planning: DEtermining what resources (people, equipment & material) and in what quantity each should be used to perform project activities Cost Estimating: Developing an approximation (estimate) of the cost of the resources needed to complete the project activities Cost Budgeting: Allocation of overall cost estimate to individual work activities Cost Control: Controlling changes to the project budget Module 3: Project Management Knowledge Areas 23 Project Cost Management Resource Planning: Inputs: ○ Work Breakdown Structure ○ Historical Information ○ Scope statement ○ Resource pool description ○ Organizational policies ○ Activity duration estimates Tools & Techniques: ○ Expert judgement ○ Alternatives identifications ○ Project Management Software Outputs: ○ Resource Requirements Module 3: Project Management Knowledge Areas 24 Project Cost Management Cost Estimating: Inputs: ○ Work Breakdown Structure ○ Resource Requirements ○ Resource rate ○ Activity duration estimates ○ Estimating publications ○ Historical information ○ Charts of accounts ○ Risks Tools & Techniques: ○ Analogous Estimates ○ Parametric modelling ○ Bottom- up estimating ○ Computerised tools ○ Other cost estimating methods Outputs: ○ Cost estimates ○ Supporting details ○ Cost Management plan Module 3: Project Management Knowledge Areas 25 Project Cost Management Cost Budgeting: Inputs: ○ Cost estimates ○ Work Breakdown Structure ○ Project Schedule ○ Risk Management Plan Tools & Techniques: ○ Cost budgeting tools & techniques Outputs: ○ Cost baselines Module 3: Project Management Knowledge Areas 26 Project Cost Management Cost Estimates & Budgeting: Components of Project expenses ○ Direct labour expenses: charges of the labour of the project , based on the number of hours of the activity and the rates of the resources ○ Direct Non labour expenses: charges applied directly to the tasks. Raw material, equipments used specifically for the project , installation & operations. Sometimes calculated for individual work package or some percent say 5% of the direct labour expenses ○ Overhead expenses (indirect expenses) & General & Administration expenses: : not specific to the tasks but related to doing business such whatever necessary to house & support the labour, building rents, utilities, electricity, clerical assistance, insurance , equipment etc. ○ Profit & total billing: amount left after all expenses are covered ( usually don’t appear in lower level budgets) ○ Contingency Amount: Buffer amount kept reserved incase of any unforeseen events occurs Module 3: Project Management Knowledge Areas 27 Project Cost Management Cost Budgeting: Indirect cost apportionment approaches: Total indirect proportional to total direct cost OH proportionate to direct labour only and G & A proportionate to all direct costs OH proportionate to direct labour only and G & A proportionate to DL & OH & DNL Module 3: Project Management Knowledge Areas 28 Cost Budgeting: Indirect cost apportionment approaches: Overhead:( rent, utilities, clerical & equipment) OH : 200 General & Administration G&A (upper management, staff, benefits etc.) G&A: 60 Total Indirect : 260 Project Costs Project A Project B Total Direct Labour (DL) 85 150 235 Direct Non Labour (DNL) 65 110 175 Direct Cost 410 Total indirect proportional to total direct cost Type of cost Project A Project B DL + NDL 85+65 = 150 150+110 = 260 OH & G&A =150/410*260 = 95 260 /410 *260 = 165 Total 245 425 29 Project Cost Management Cost Budgeting: Time cost Relationship Module 3: Project Management Knowledge Areas 30 Project Cost Management Cash flow Analysis /Cost Benefit Analysis A project many need money to be invested in installments rather than investing money at the start of the project Cash flow analysis will help to understand when & how much money will be needed to be invested as well as how the returns will be made available Cost Benefit Analysis will help in comparing two project (options of the same project) to find which option is better Module 3: Project Management Knowledge Areas 34  Project Cost Management Cost Benefit Analysis: 1. Net Profit: Profit or Loss at the end of the project Life 2. Payback period: Period (duration) needed to recover all invested money 3. Return of Investment: RoI = (Average annual Profit)/Total investment *100 4. Net Present Value (NPV): 5. Internal Rate of Return: (IRR) is the discount rate that would produce an NPV of 0 for the project Can be used to compare different investment opportunities Module 3: Project Management Knowledge Areas 35  Project Cost Management Cost Benefit Analysis: 1. Net Profit: Profit or Loss at the end of the project Life Year Proposal A Proposal B 0 -100000 -150000 1 -50000 -50000 2 10000 25000 3 10000 50000 4 50000 150000 5 100000 150000 Net Profit 20000 175000 Module 3: Project Management Knowledge Areas 36  Project Cost Management Cost Benefit Analysis: 2. Payback period Year Proposal A Proposal B 0 -100000 -150000 1 -50000 -50000 2 10000 25000 3 10000 50000 4 50000 150000 5 100000 150000 Module 3: Project Management Knowledge Areas 37  Project Cost Management Cost Benefit Analysis: 3. Return of Investment = Average annual Profit/ Total investment *100 Proposal A Proposal B Net 150000 200000 Investment Total Profit 20000 175000 Average 20000/5 175000/5 Annual Profit =4000 =35000 ROI 2.66 17.5 Module 3: Project Management Knowledge Areas 38 Project Cost Management Cost Control: Inputs: ○ Cost baselines ○ Performance reports ○ Change requests ○ Cost management plan Tools & Techniques: ○ Cost change control system ○ Performance measurement ○ Earned Value Management (EVM) ○ Additional planning ○ Computerized tools Outputs: ○ Revised Cost estimates ○ Budget updates ○ Corrective actions ○ Estimates at completion ○ Project closeouts Module 3: Project Management Knowledge Areas ○ Lessons learnt 39 Project Cost Management Cost Control: Performance Measurement: most common method to method is Earned Value Analysis EV involves calculation of Module 3: Project Management Knowledge Areas 40 41 Case Study A classic real-life example of a project cost management case study is the construction of the Sydney Opera House, where the project faced significant budget overruns due to complex design challenges, leading to a final cost far exceeding the initial estimates, highlighting the importance of thorough cost planning and management in large-scale projects; this case study serves as a cautionary tale for potential pitfalls in project cost control. 42 Key points about the Sydney Opera House case study: Initial Budget Issues: The project was initially estimated to cost around $7 million but ended up costing over $100 million due to unforeseen design complexities and construction challenges. Design Complications: The iconic shell-like design, while aesthetically stunning, presented significant engineering hurdles that caused delays and cost increases. Leadership Changes: Frequent changes in project leadership led to inconsistent decision-making and further complications with budget management. Political Pressure: The project was under intense public scrutiny and political pressure, adding to the complexity of managing costs. 43 Channel Tunnel 44 Other real-life project cost management case studies: Construction of the Channel Tunnel: This large-scale infrastructure project also faced significant cost challenges due to complex geological conditions and unexpected engineering issues. SpaceX's early rocket launches: The company initially faced high costs per launch due to rapid innovation and development, but later managed to significantly reduce costs through design improvements and reusability. Large-scale software development projects: Many software projects experience cost overruns due to scope creep, poor requirements gathering, and inadequate change management. 45 46 SpaceX SpaceX's early rocket launch projects, Falcon 1 and Falcon 9, had development costs of around $90–$100 million and $300 million, respectively. Falcon 1 SpaceX developed the Falcon 1 with internal funding The Falcon 1 was a two-stage-to-orbit launch vehicle The Falcon 1's development cost was around $90–$100 million The Falcon 1 was originally intended to launch 600 kilograms to low-Earth orbit for $6 million The Falcon 1's payload capacity was later reduced to 420 kilograms, and the price increased to around $9 million 47 Case Study 2: NASA’s Mars Rover Mission NASA farms the Mars Rover mission to discover and gain insight into the surface of the planet. Within these tracked roving vehicles are two-wheeled Sojourner, Spirit, Opportunity, and Curiosity alongside the most recent one Perseverance. All rovers had these instruments on board for Martian surface analysis, looking for traces of space biology, and studying the core history of the planets. 48 Case Study 3: The London Olympics 2012 Its aim was an uncomplicated worship of the Summer Olympic and Paralympic Games which accepted athletes and spectators from the whole world as the participants. These world-changing constructions revolutionized and greatly influenced the everyday life of Londoners, shaping their way of life significantly. Nevertheless, the London Olympics set a legacy beyond the lasting success of the event. Furthermore, authorities converted and repurposed the infrastructure surrounding Olympic Park for public use, stimulating urban regeneration efforts. The project management best practices for event planning are centered around environmental conservation measures, economic impact, and community intervention. 49 Case Study 4: Apple’s iPhone Development Apple inc.; making the iPhone is the epitome of complex product development. There was no such thing as the iPhone in 2007, just a phone that was much more than that magical device that incorporated a phone, iPod, and internet communication appliance into a single thing. Designing a quality product involves integrating high-tech hardware, software, intuitive user interfaces, and various technologies seamlessly. Apple’s iPhone exemplifies agile innovation, quality-speed balance, and lasting market impact, driving unparalleled business success. 50 Case Study 5: The Panama Canal Expansion The 2016 announcement of the Panama Canal Extension addressed the need for accommodating larger vessels amid global seaborne trade growth. The first canal built, finished in 1914, could not have been a passageway for the size and capacity of these days’ ships. Additionally, the extension project targeted these inadequacies and intended to uplift the channel’s performance in terms of time-saving and upgrading the global shipping sector. To conclude, the Panama Canal is an excellent example of how much infrastructure developments are needed as the world is rapidly changing. The project that stands behind the success of global collaboration and project risk management became the vehicle of a plan that influenced the way of doing international trade, and the Panamanian economy. 51  A project cost management process typically involves four key steps: ○ planning the resources, ○ estimating costs, ○ creating a cost budget, and ○ controlling costs; essentially, this means identifying the necessary resources for a project, calculating their associated costs, establishing a budget based on those estimates, and then actively monitoring and managing expenses throughout the project lifecycle to stay within that budget. 52 Key components of the project cost management process: Resource Planning: Identifying all required resources (personnel, materials, equipment) needed to complete the project and determining their quantities. Cost Estimation: Approximating the cost of each resource, including labor, materials, and other expenses, based on historical data and market conditions. Budgeting: Creating a detailed budget by assigning costs to individual project activities and establishing a total project cost. Cost Control: Continuously monitoring actual project expenditures against the planned budget, identifying variances, and taking corrective actions to manage costs effectively. 53 Module 3 : Project Management Knowledge areas (9) Project Scope Management: Include the processes required to ensure that the project includes all the work required AND ONLY th work required to complete the project successfully Major Processes: Initiation: Authorizing the project or phases Scope Planning: Developing the ritten scope statement as the basis for further project decisions Scope Definition: Subdividing the major product deliverables into smaller, more manageable components Scope Verification: formalizing acceptance of the project scope Scope Change Control: controlling changes to project scope Module 3: Project Management Knowledge Areas 54 Project Scope Management Initiation: Inputs: ○ Product description ○ Strategic plan ○ Project selection criteria ○ Historical Information Tools & Techniques: ○ Project selection methods ○ Experts judgement Outputs: ○ Project Charter ○ Project manager identified/Assigned ○ Constraints ○ Assumptions Module 3: Project Management Knowledge Areas 55 Project Scope Management Scope Planning: Inputs: ○ Product description ○ Project Charter ○ Constraints ○ Assumptions Tools & Techniques: ○ Product Analysis ○ Benefits/ cost analysis ○ Alternative identification ○ Experts judgement Outputs: ○ Scope statement ○ Supporting details ○ Scope management plan Module 3: Project Management Knowledge Areas 56 Project Scope Management Scope Definition: Inputs: ○ Scope statement ○ Constraints ○ Assumptions ○ Other planning outputs ○ Historical information Tools & Techniques: ○ Work breakdown structure template ○ Decomposition Outputs: ○ Work breakdown structure ○ Scope statement updates Module 3: Project Management Knowledge Areas 57 Project Scope Management Scope Verification: Inputs: ○ Work results ○ Product documentation ○ Work breakdown structure ○ Scope statement ○ Project Plan Tools & Techniques: ○ Inspection Outputs: ○ Formal acceptance Module 3: Project Management Knowledge Areas 58 Project Scope Management Scope Change Control: Inputs: ○ Work breakdown structure ○ Performance report ○ Change requests ○ Scope management Plan Tools & Techniques: ○ Scope change control system ○ Performance measurement ○ Additional planning Outputs: ○ Scope changes ○ Corrective actions ○ Lessons learnt ○ Adjusted baseline Module 3: Project Management Knowledge Areas 59 Module 3 : Project Management Knowledge areas (9) Project Quality Management: Processes sure that the project will satisfy the needs for which it was undertaken Ensure that the project delivers and follows process compiling the quality requirements Major Processes: Quality Planning: Identifying which quality standards are relevant to the project and determine how to satisfy them Quality Assurance: Evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards Quality Control: Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance Module 3: Project Management Knowledge Areas 60 Project Quality Management Quality Planning: Inputs: ○ Quality Policy ○ Scope statement ○ Product descriptions ○ Standards & regulations ○ Other process outputs Tools & Techniques: ○ Benefit/ cost analysis ○ Benchmarking ○ Flow-charting (cause effect diagram) ○ Design of experiments ○ Cost of quality Outputs: ○ Quality management plan ○ Operational definitions ○ Checklists ○ Inputs to other process Module 3: Project Management Knowledge Areas 61 Project Quality Management Quality Assurance: Inputs: ○ Quality management plan ○ Results of quality control measurements ○ Operational definitions Tools & Techniques: ○ Quality planning tools & Techniques: Inspection Control Chart Pareto Charts: histogram ordered by frequency of occurrence , showing type of category of identified cause, Statistical sampling ○ Quality audits Outputs: ○ Quality improvement Module 3: Project Management Knowledge Areas 62 Module 3 : Project Management Knowledge areas (9) Project Human Resource Management: Major Processes: Resource Planning: DEtermining what resources (people, equipment & material) and in what quantity each should be used to perform project activities Cost Estimating: Developing an approximation (estimate) of the cost of the resources needed to complete the project activities Cost Budgeting: Allocation of overall cost estimate to individual work activities Cost Control: Controlling changes to the project budget Module 3: Project Management Knowledge Areas 63 Module 3 : Project Management Knowledge areas (9) Project Human Resource Management: Major Points Resource Planning: DEtermining what resources (people, equipment & material) and in what quantity each should be used to perform project activities Human resource allocation Human Resource allocation and resource levelling Resource smoothening Module 3: Project Management Knowledge Areas 64 Project Cost Management Integrated Change Control: Inputs: ○ Project Plan ○ Performance reports ○ Change requests Tools & Techniques: ○ Change control systems ○ Configuration management ○ Performance measurement ○ Additional training ○ Project Management Information System (PIMS) Outputs: ○ Project plan updates ○ Corrective action ○ Lessons learned Module 3: Project Management Knowledge Areas 65 Module 3 : Project Management Knowledge areas (12) Project Communication Management: Major Processes: Resource Planning: DEtermining what resources (people, equipment & material) and in what quantity each should be used to perform project activities Cost Estimating: Developing an approximation (estimate) of the cost of the resources needed to complete the project activities Cost Budgeting: Allocation of overall cost estimate to individual work activities Cost Control: Controlling changes to the project budget Module 3: Project Management Knowledge Areas 66 Project Cost Management Integrated Change Control: Inputs: ○ Project Plan ○ Performance reports ○ Change requests Tools & Techniques: ○ Change control systems ○ Configuration management ○ Performance measurement ○ Additional training ○ Project Management Information System (PIMS) Outputs: ○ Project plan updates ○ Corrective action ○ Lessons learned Module 3: Project Management Knowledge Areas 67 Module 3 : Project Management Knowledge areas (9) Project Risk Management: Major Processes: Resource Planning: DEtermining what resources (people, equipment & material) and in what quantity each should be used to perform project activities Cost Estimating: Developing an approximation (estimate) of the cost of the resources needed to complete the project activities Cost Budgeting: Allocation of overall cost estimate to individual work activities Cost Control: Controlling changes to the project budget Module 3: Project Management Knowledge Areas 68 Project Cost Management Integrated Change Control: Inputs: ○ Project Plan ○ Performance reports ○ Change requests Tools & Techniques: ○ Change control systems ○ Configuration management ○ Performance measurement ○ Additional training ○ Project Management Information System (PIMS) Outputs: ○ Project plan updates ○ Corrective action ○ Lessons learned Module 3: Project Management Knowledge Areas 69 Module 3 : Project Management Knowledge areas (9) Project Procurement Management: t Major Processes: Resource Planning: DEtermining what resources (people, equipment & material) and in what quantity each should be used to perform project activities Cost Estimating: Developing an approximation (estimate) of the cost of the resources needed to complete the project activities Cost Budgeting: Allocation of overall cost estimate to individual work activities Cost Control: Controlling changes to the project budget Module 3: Project Management Knowledge Areas 70 Project Cost Management Integrated Change Control: Inputs: ○ Project Plan ○ Performance reports ○ Change requests Tools & Techniques: ○ Change control systems ○ Configuration management ○ Performance measurement ○ Additional training ○ Project Management Information System (PIMS) Outputs: ○ Project plan updates ○ Corrective action ○ Lessons learned Module 3: Project Management Knowledge Areas 71