PM+Processes (2) PDF - Project Management Processes

Page 22, PMI Process Grou PROCESS GROUPS & KNOWLEDGE AREAS TABLE A Practice Guide Project Management Process Groups...

Page 22, PMI Process Grou PROCESS GROUPS & KNOWLEDGE AREAS TABLE A Practice Guide Project Management Process Groups Monitoring & Initiating Planning Executing Controlling Closing Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control Collect Requirements Manage Quality Validate Scope Define Scope Acquire Resources Control Scope Create WBS Develop Team Control Schedule Plan Schedule Management Manage Team Control Costs Define Activities Manage Communications Control Quality Sequence Activities Implement Risk Responses Control Resources Estimate Activity Durations Conduct Procurements Monitor Communications Develop Schedule Manage Stakeholder Engagement Monitor Risks Plan Cost Management Control Procurements Estimate Costs Monitor Stakeholder Engagement Determine Budget Plan Quality Management Plan Resource Management Estimate Activity Resources Plan Communications Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurement Management Plan Stakeholder Engagement  Develop Project Charter  The process of developing a document to formally authorize a project or a phase  Outlines the project objectives  Defines the authority of the project manager  Provides the project manager with the authority to put the resources together to project activities  The approved project charter formally initiates the project Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Project Charter INPUTS Business Documents Agreements Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUESEXPERT JUDGMENT Expert Judgment Data Gathering Interpersonal and Team Skills Meetings OUTPUTS Project Charter Assumption Log Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Project Charter - Inputs  Inputs  Business Documents - Contain specific information as to why a project should be initiated. There are two main documents the business case and the benefits management plan.  Business Case - Necessary information that determines whether or not the project is worth the required investment  Market Demand, Customer Request, Organizational Need, Legal requirement  Project Benefits Management Plan  Describes the main benefits that the project will produce once it is completed and how to measure the benefits. The project benefit could be the product, service, or result.  It maybe created by doing a cost-benefit analysis a project. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Project Charter - Inputs  Agreements  Service Level Agreements (SLA)  Letters of intent  Contract between internal and external customer  Work required to be performed for Payment Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Project Charter - Output  Output  Project Charter Formally authorizes the existence of the project and it assigns the Project Manager and their Authority Level  Signed by the organization Senior Management  High Level requirements & risks  Preliminary Project Budget and Schedule  Project Purpose or justification  Assumption Log  A list of things that you perceive to be true (assumptions) and things that might constrain the project. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Identify Stakeholders  Identifying project stakeholders regularly  Analyzing and recording relevant information regarding their interests and involvement  It enables the project team to identify the appropriate focus for engagement of each stakeholder or group of stakeholders Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Identify Stakeholders - ITTO INPUTS Project Charter Business Documents Project Management Plan Project Documents Agreements Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Expert Judgment Data Gathering Data Analysis Data Representation Meetings OUTPUTS Stakeholder Register Change Requests Project Management Plan Updates Project Documents Updates Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Identify Stakeholders - Tools  Data Analysis  Stakeholder Analysis  analyzes who your stakeholders are and how they feel about the project  What would be the stakeholder’s role such as a team member, sponsor, or functional manger etc.?  How would the project affect them, either in a positive or negative way?  Would they be active stakeholders, such as team members who work on the deliverable, or passive, such as customers who watch the project work get done?  What is their power authority, such as sponsors who will be paying for the project Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Identify Stakeholders - Tools  Data Representation  Stakeholder Mapping/Representation  Method to categorize stakeholders.  Power/interest grid, power/influence grid, or impact/influence grid  Stakeholder cube  A three-dimensional methodology to support the mapping of a stakeholder’s interest, power, and influence  Salience model:  Power: Level of authority  Urgency: Immediate attention  Legitimacy: How appropriate is their involvement  Directions of Influence:  Upward: Senior management  Downward: Team members  Outward: Vendors, government, public, end-users  Sideward: peers such as other project managers  Prioritization Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Identify Stakeholders - Output  Stakeholder Register  Should contain:  Contact information  Role on the project, such as, sponsor or functional manager  Communication requirements  Expectations of the project  How are they affected by the project  Power influence level on the project  Change Requests  Project Management Plan Updates  Requirements Management Plan  Communications Management Plan  Risk Management Plan  Stakeholder Engagement Plan  Project Documents Updates  Assumption Log  Issue Log  Risk Register Project Management Processes, ©TIA Education Group. DO NOT SHARE. Planning Page 22, PMI Process Group: A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE Project Management Process Groups Monitoring & Initiating Planning Executing Controlling Closing Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control Collect Requirements Manage Quality Validate Scope Define Scope Acquire Resources Control Scope Create WBS Develop Team Control Schedule Plan Schedule Management Manage Team Control Costs Define Activities Manage Communications Control Quality Sequence Activities Implement Risk Responses Control Resources Estimate Activity Durations Conduct Procurements Monitor Communications Develop Schedule Manage Stakeholder Engagement Monitor Risks Plan Cost Management Control Procurements Estimate Costs Monitor Stakeholder Engagement Determine Budget Plan Quality Management Plan Resource Management Estimate Activity Resources Plan Communications Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurement Management Plan Stakeholder Engagement  Develop Project Management Plan  Process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan  Comprehensive document that outlines the basis of all project work and how the work will be performed  Either summary or detailed  Contains baselines and plans Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Project Management Plan INPUTS Project Charter Outputs from other Processes Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Expert Judgment Data Gathering Interpersonal and Team Skills Meetings OUTPUTS Project Management Plan Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Project Management Plan - Outputs  Outputs  Project Management Plan  Outlines how the project is executed, monitored and controlled, and closed.  4 Baselines  Scope, Schedule, Cost, Performance Measurement  14 Subsidiary plans  Approved by either the Project Manager, Sponsor, Functional Manager, Program Manager, or in rare instances Senior Management  Provides Guidance on project execution  Formal Written piece of communication  Only changed when a change request is generated and approved by the change control board Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Project Management Plan - Outputs Project Plan Process where made Scope Management Plan Plan Scope Management Requirement Management Plan Plan Scope Management Schedule Management Plan Plan Schedule Management Cost Management Plan Plan Cost Management Quality Management Plan Plan Quality Management Resource Management Plan Plan Resource Management Communication Management Plan Plan Communications Management Risk Management Plan Plan Risk Management Procurement Management Plan Plan Procurement Management Stakeholder Management Plan Plan Stakeholder Management Change Management Plan Develop Project Management Plan Configuration Management Plan Develop Project Management Plan Scope Baseline Create WBS Schedule Baseline Develop Schedule Cost Baseline Determine Budget Performance Measurement Develop Project Management Plan Baseline Project Life Cycle Description Develop Project Management Plan Development Approach Develop Project Management Plan Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Scope Management  Process of creating a scope management plan that documents how the project and product scope will be defined, validated, and controlled.  Guidance and direction on how scope will be managed throughout the project Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Scope Terms  Product Scope - features and functions that characterize a product, service, or result  Project Scope - the work that is needed to be accomplished to deliver a product, service, or result with specified features and functions.  Prevent Gold Plating, which is doing extra work not in the scope.  Prevent Scope creep, which are unauthorized work added to the scope. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Scope Management - ITTO INPUTS Project Charter Project Management Plan Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Expert Judgment Data Analysis Meetings OUTPUTS Scope Management Plan Requirements Management Plan Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Scope Management - Output  Scope Management Plan  How the scope will be defined, developed, monitored, controlled and verified  Process for preparing & maintaining Scope Statement, WBS  How changes request to the scope statement will be process  Requirement Management Plan  How the requirements will be analyzed, documented and managed.  Traceability structure to reflect which requirements need to be captured on the traceability matrix Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Collect Requirements  Process of determining, documenting, and managing stakeholder needs and requirements to meet objectives.  Process plays a significant role in the success of the overall project since project schedule, budget, risk factors, quality specifications, and resource planning are closely linked to the requirements Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Collect Requirements - ITTO INPUTS Project Charter Project Management Plan Project Documents Business Documents Agreements Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Expert Judgment Data Gathering Data Analysis Decision Making Data Representation Interpersonal and Team Skills Context Diagram Prototypes OUTPUTS Requirements Documentation Requirements Traceability Matrix Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Collect Requirements - Tools  Data Gathering Benchmarking  Data Analysis  Analyzing documents, agreements, policies, proposals, or business plans Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Collect Requirements - Tools  Data Representation  Idea / Mind Mapping - Ideas gather through brainstorming are map together to discover new considerations and conception variations  Affinity Diagram - Large ideas that are grouped and sorted together for further review and analysis. Mind Mapper for Brainstorm Affinity Diagram https://www.mindvectorweb.com/blog/mind- mapping-for-brainstorming/ https://en.wikipedia.org/wiki/Affinity_diagram Richa Shaily, Oct 1, 2016 Wikipedia, Oct 15, 2009 Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Collect Requirements - Tools  Interpersonal and Team Skills  Observations/Conversations-Job shadowing, viewing personalities in their environment and work place. Recording how jobs, chores and tasks are executed.  Context Diagrams  Used to visually show how a business process, other systems, and people interact.  Prototypes  A working model of a product that stakeholders can interact with and provide feedback how they might want to change it to better meet their requirements. This gives the stakeholders a great view and feel of what the final product will be when the project is finished. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Collect Requirements – Outputs  Requirement Documentation  How individual requirements are to be performed and why each requirement is important to the project.  Components may include:  Stakeholder and business requirements  Acceptance criteria  Quality requirements  Project objectives  Organizational impacts  Legal or ethical compliance  Requirements assumptions and constraints Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Collect Requirements Outputs  Requirement Traceability Matrix  Once a requirement is created, a table is created that will link the requirement back to it source. This is used to help manage changes to the project scope.  The table is created to track, but not limited to:  Who is the original stakeholder that provided the requirement  Why was the requirement added  Description of the requirement  Current status of the requirement, completed, in progress, delayed, cancelled, etc… Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Scope  Developing a detailed description of the project and product.  A detailed project scope statement is critical to project success and builds upon the major deliverables, assumptions, and constraints that are documented during project initiation. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Scope - ITTO Inputs Project Charter Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets Tools & Techniques Expert Judgment Data Analysis Decision Making Interpersonal and Team Skills Product Analysis Outputs Project Scope Statement Project Documents Updates Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Scope - Tools  Product Analysis  Detailed understanding of the project’s product, service, or result, with the commitment to improve the team’s focus, it’s knowledge base, the correct interpretation of requirements,  Some tools used are  Product breakdown  System analysis  System requirements Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Scope Outputs  Project Scope Statement  Describes in detail the project deliverables, and the work that is required to produce those deliverables. The greater the detail level of the scope allows the team the better understanding on how to reach the end state of the project successfully. The less detail of the scope statement creates a great chance of project risk, as well as offering the possibility of greater scope creep.  Details should include, but not limited to:  Product description, Goals of the project  Identified risks  Project/Product acceptance criteria  Project constraints/exclusions Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Create WBS (Work Breakdown Structure)  Subdividing project deliverables and project work into smaller, more manageable components.  Breakdown of the project deliverables from the scope statement Project Management Processes, ©TIA Education Group. DO NOT SHARE.  WBS Example 1.0 Phone System Upgrade 1.1 Collect 1.2 Select Phone 1.3 Install 1.4 Test System 1.5 Train Users Requirements System System 1.5.1 Create 1.1.1 List All 1.2.1 Reseach 1.3.1 Configure 1.4.1 Test Server Training Course Stakeholders Avilable Systems Server Software Configurations Material 1.3.2 Configure 1.4.2 Test 1.5.2 Conduct 1.1.2 Interview 1.2.2 Demo Network Network Training Stakeholders Systems Components Configurations Sessions 1.1.3 Create 1.4.3 Test 1.2.3 Purchase 1.3.3 Install New Requirements Individual System Phones On Desk Documentation Phones 1.3.4 Configure 1.4.4 User Individual Acceptance Phones Testing Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Create WBS - ITTO INPUTS Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets TOOLS & TECHNIQUES Decomposition Expert Judgment OUTPUTS Scope Baseline Project Documents Updates Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Create WBS - Input  Project Management Plan Scope Management Plan  Project Documents  Project Scope Statement  Requirement Documentation  Enterprise Environmental Factors  Organizational Process Assets Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Create WBS - Tools  Expert Judgment  Decomposition  It comprises of breaking down each of the project deliverables into smaller components. The basic work package should be able to estimated its basic time, cost and effort. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Create WBS - Outputs  Scope Baseline (3 Components)  Project Scope Statement  WBS  WBS Dictionary  Project Documents Updates  Assumption Log  Requirements Documentation Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Create WBS  WBS  It is essential to the success of the project, if it is not in the WBS, it is not part of the project  Defines responsibilities of the team  A communication tool  It is created by the PM, SME’s, the Project team, and it a great tool for team building  A deliverable-oriented ranked decomposition of the work to be executed by the project team.  Each node must have a unique identifying number. This is used to help locate and arrange each node. They can not be any gaps and any overlap of work packages. Nothing is eliminated and nothing is duplicated. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  WBS Example Project Name Control Account Control Account Control Account Work Package Work Package Work Package Work Package Work Package Work Package Work Package Work Package Work Package Project Management Processes, ©TIA Education Group. DO NOT SHARE.  WBS Example 1.0 Phone System Upgrade 1.1 Collect 1.2 Select Phone 1.3 Install System 1.4 Test System 1.5 Train Users Requirements System 1.5.1 Create 1.1.1 List All 1.2.1 Reseach 1.3.1 Configure 1.4.1 Test Server Training Course Stakeholders Avilable Systems Server Software Configurations Material 1.3.2 Configure 1.4.2 Test 1.1.2 Interview 1.2.2 Demo 1.5.2 Conduct Network Network Stakeholders Systems Training Sessions Components Configurations 1.1.3 Create 1.4.3 Test 1.2.3 Purchase 1.3.3 Install New Requirements Individual System Phones On Desk Documentation Phones 1.3.4 Configure 1.4.4 User Individual Acceptance Phones Testing Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Create WBS Continued  WBS Dictionary  A document that details the contents of the WBS  It provides detailed information on each node of the WBS  It captures additional qualities about each Work Package in a separate document  It should include team member assigned to it, time estimate, cost estimate, account information, work package ID, quality requirements, contract information, Scheduled Milestone, plus detail overall of the task at hand Project Management Processes, ©TIA Education Group. DO NOT SHARE.  WBS Dictionary Project Name: Phone System Upgrade Work Package ID: 1.3.1 Work Package Name: Configure Server Software Work Package Description: Install a new virtual server. Install the phone server software. Configure the software to support 100 phones and voice mail to email. Ensure all updates are applied to the operating system before installing the phone system software. Assigned to: Bob Peterson Duration: 5 days Date Assigned: 12/30/2017 Due Date: 1/30/2018 Estimated Cost: $5,000 Account Code: PSU-882.3 Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Schedule Management  Establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.  Provides guidance and direction on how the project schedule will be managed throughout the project. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Schedule Management INPUTS Project Charter Project Management Plan Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Expert Judgment Data Analysis Meetings OUTPUTS Schedule Management Plan Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Schedule Management - Outputs  Schedule Management Plan  how the project schedule will be planned, developed, managed, executed, and controlled throughout the phase or project  It may establish the following:  Levels of Accuracy  Rules of Performance Measurement  Reporting formats  Release and Iteration Length  Project Schedule Model Development Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Activities  Process of identifying and documenting the specific actions to be performed to produce the project deliverables.  Decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Activities - ITTO INPUTS Project Management Plan Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Expert Judgment Decomposition Rolling Wave Planning Meetings OUTPUTS Activity List Activity Attributes Milestone List Change Requests Project Management Plan Updates Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Activities - Tools  Decomposition  Rolling Wave Planning  A form of Progressive Elaboration. Near term work packages are able to be defined in a much great detail. Long term work packages may not be able to be defined in any detail, a place holder maybe created for later date.  As the project moves along to completion, long term place holders will be removed and then allowed to be decomposed into work packages as more details become available.  This planning must always be revisited throughout the life cycle of the project when long term work pages can not be clearly define Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Activities - Tools 1.3.2 Configure Network Work Package Components Configur Configur Configur Configur Configur Activities e e e e Access e IDS routers switches firewalls points Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Activities - Outputs  Activity List  A complete list of all scheduled activities that is required to be perform on the project.  It should include a sufficient work description as well as an activity identifier. This is recommended so all stakeholders have better understanding of all work that is needed to be perform on the project  Work packages are Scope determined deliverable based,  Activity are focused in the work that needs to be executed the work packages  Schedule focused, not WBS focused  Each activity should map back to one and only one work package(work package could have many activities Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Define Activities - Outputs  Activity Attributes  Any additional information required to execute the Activity list  Point of contact, location of work being performed  Used for scheduling development  Milestone List  Key dates of the projects  Mandatory, optional, contractual, % complete Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities  Is the process of identifying and documenting relationships among the project activities.  It defines the logical sequence of work to obtain the greatest efficiency given all project constraints.  Taking the activity list defined earlier and arranging the activities in the order they must be performed  Sequencing can be performed by using project management software or by using manual or automated techniques. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities INPUTS Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Precedence Diagramming Method Dependency Determination and Integration Leads and Lags Project Management Information System OUTPUTS Project Schedule Network Diagrams Project Documents Updates Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities - Tools  Precedence Diagramming Method, (PDM)  Graphical representation of all work that is needed to be perform on the project. This represents the flow of the project. What work packages tie into another work packages, in order as well as durations. Simply stated it is work packages relationships to each other. A B C D Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities - Tools  Relationships  Finish to Start (The most commonly used )  The start of the successor’s work package depends upon the completion of its predecessor work package  Finish to Finish  The completion of the successor work package depends on the completion of the predecessor work package  Start to Start  The start of the successor’s work package depends upon the start of its predecessor work package  Start to Finish  The completion of the successor work package depends upon the start of its predecessor work package Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities - Tools  Dependency Determination  Mandatory Dependencies (Hard Logic)  They are tangible limitations of work packages that are tie together. One work package MUST be completed prior to the subsequent work package beginning.  Foundation of the house erected prior to the house being built  Turning on the computer prior to writing code  Purchasing the paint prior to painting the walls  Discretionary Dependencies (Soft Logic)  Work packages that are tied together, but do not have physical limitations. Work packages may work in unison or tandem.  Painting the walls of a room, &laying carpet at the same time  Cooking both Dinner & Dessert at the same time in the oven  Designing the packing of a computer game, while it is in a finial testing stage Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities - Tools  External Dependencies  Work package relationship between project and non-project activities. Non-project Activities are usually outside the control of the project team.  The gas station receiving Gas prior to you filling up the Bulldozer gas tank  The Home Improvement store down stocking the paint prior to you buying it  Internal Dependencies  Project Activities are within control of the team  How to test computer software after you installed it  Who does what tasks on a project Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities - Tools  Leads and Lags  The management team during the planning of activates will determine the order of work packages upon completion. During this phase of this process, work packages leads and lags must be processed.  A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity  i.e. The windows maybe scheduled to be installed in the house up to 3 weeks prior to the siding being installed.  A lag directs the delay in the successor work package or activity  i.e. The windows can not be scheduled to be installed in the house until the external walls have been installed Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Sequence Activities - Outputs  Project Schedule Network Diagrams These are system wide drawings which shows the entire project work packages/activities from start to finish. It shows logical relationships as well.  Project Document Updates B C Finis Start A h D E Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Estimate Activity Durations  Estimating the number of work periods needed to complete individual activities with estimated resources.  It provides the amount of time each activity will take to complete.  It should be calculated by the individual most familiar with the nature of work in the specific activity.  Uses information from the scope of work, required resource types or skill levels, estimated resource quantities, and resource calendars. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Estimate Activity Durations - ITTO Inputs Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets Tools and Techniques Expert Judgment Analogous Estimating Parametric Estimating Three-Point Estimates Bottom-Up Estimating Data Analysis Decision Making Meeting Outputs 1.Duration Estimates 2.Basis of Estimates 3.Project Documents Updates Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Estimate Activity Durations - Tools  Analogous Estimating(top-down estimating)  This relies on historical information to predict estimates, (i.e. Time, Budget, Difficulty), for current projects. Often used when there is limited amount of information available. Cost less in Time and Money to uses, but it gives the least accuracy when it comes to estimating. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Estimate Activity Durations - Tools  Parametric  A technique that uses a statistical relationship between historical data and other variables (for example, square footage in construction, lines of code in software development) to calculate an estimate for activity parameters, such as scope, cost, budget, and duration.  Three Point Estimate  Calculates an expected duration using a weighted average of 3 estimated, Optimistic, Pessimistic, Most Likely. (O+P+4M)/6.  If the Optimistic is 8 days, Pessimistic is 14 days, and Most likely is 10 days, Pert is 10.333.  ((8+14+4*10)/6)  (22+40)/6  62/6  10.33 Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Estimate Activity Durations - Tools  Bottom-Up Estimating The work has to be very detailed for this type of estimation to take place.  Takes a very long time to complete, but highly accurate.  You break down the work to the lowest levels and then aggregating the work back up to find an overall duration.  Data Analysis  Reserve Analysis  Often call Slack Time, or Contingency Reserve, Time Reserves. Buffer  Maybe a percentage or a set determined time allowance  Usually added because of Risk Factors  Decision Making Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Estimate Activity Durations Output  Duration Estimates The likely number of work periods required to completed an activity or a work package. It does not have any leads or lags assigned to it. It is just a number. i.e. Painting room 6 with take at least 36 man hours, to a maximum of 42 man hours  May include some indication of the range of possible results  Basis of Estimates  How the estimates were developed and their ranges.  It can also include all assumptions and constraints made to create the estimate Project Management Processes, ©TIA Education Group. DO NOT SHARE.  3-Point Estimate (PERT)  PERT(Program (or Project) Evaluation and Review Technique )  Three-Point Estimate  A scheduling tool that uses a weighted average formula to predict the length of activities and the project.  Beta Distribution  Specifically, the PERT formula is (O+R(4)+P)/6 (Optimistic Estimate + (4 x Realistic) + Pessimistic Estimate) 6  Standard Deviation (P-O)/6  Triangle Distribution  The Triangle Distribution formula is (O+R+P)/3 (Optimistic Estimate + Realistic + Pessimistic Estimate) 3 Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule  Analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling.  It generates a schedule model with planned dates for completing project activities.  Entering the activities, durations and resources into the scheduling tool will generates a schedule with planned dates for completing the project activities. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule - ITTO Inputs Project Management Plan Project Documents Agreements Enterprise Environmental Factors Organizational Process Assets Tools and Techniques Schedule Network Analysis Critical Path Method Resource Optimization Data Analysis Schedule Compression Project Management Information System Agile Release Planning Outputs Schedule Baseline Project Schedule Schedule Data Project Calendars Change Requests Project Management Plan Updates Project Documents Updates Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule - Tools  Schedule Network Analysis It employs several different techniques, (Critical path, Critical Chain, What-if analysis, and resource optimization techniques) to determine the length of the schedule. It is used to calculate the early start and early finish dates, late start and late finish dates.  Resource Optimization Techniques  A method to flatten the schedule when resources are over-allocated or allocated unevenly. Resource leveling can be applied in different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule - Tools  Critical Path Method  Calculate the early start (ES), early finish (EF), late start (LS) and late finish (LF) dates, without require for any resource limitations. It is used to help determined Lags, Leads, activity relationships, schedule constraints  Critical Chain Method  A method of planning and managing projects that puts more emphasis on the resources required to execute project tasks developed Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule - Tools  Data Analysis What If Scenarios (Monte Carlo)  Simulations  Leads and Lags  Schedule Compression  Crashing(Adding resources to a project activity)  Always adds cost  May add additional Risk  Fast Tracking( Activates performed in parallel)  May not always add cost  May increase risk due to project rework Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule - Tools  PMIS  Agile Release Planning  The schedule will be broken up into smaller iterations, verses to a traditional project where the schedule is for the entire product release. Smaller increments allows the customers an opportunity to give feedback on the product with a quicker turnaround  Iteration plan is a plan that will be used to create a single iteration for part of the product.  Release plan is a set of iterations that will help to create a product that would be given to the customers for feedback Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule - Outputs  Project Schedule  Project start and end date. Each activity start & end date. The project schedule maybe a high level document, or as detail as having each activities resourced assign to it. Most often showed as a graphically presentation.  Project Network Diagrams  Bar charts  Activities represented by horizontal bars on a horizontal axis that represents the calendar.  Milestone Chart  A list of only key dates in the project. A very high level detail of the status of the project.  Schedule Baseline  Original Schedule baseline with any approved changes to the schedule Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Develop Schedule - Outputs  Schedule data Schedule templates that the team used to calculate durations, assumptions, constraints or resource requirements  Project Calendars  Identifies Project shifts and work days Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Cost Management  Defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.  It provides guidance and direction on how the project costs will be managed throughout the project. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Project Cost Management - Terms  Value Engineering  Aka, value analysis is finding a less costly way of doing work. It will look how to achieve a goal/scope the less costly way Cost Explanation Type Fixed Costs that stay same throughout the life of a project. I.E. bulldozer Variable Costs that vary on a project. I.E. hourly labor, fuel for bulldozer Expenses billed directly to the project. I.E. materials used to Direct construct bldg Costs that are shared & allocated among several or all projects. i.e. Indirect mgr’s salary. Costs that have been invested into or expended upon the project. Sunk Sunk costs are like spilt milk. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Cost Management - ITTO INPUTS Project Charter Project Management Plan Enterprise Environmental Factors Organizational Process Assets TOOLS AND TECHNIQUES Expert Judgment Data Analysis Meetings OUTPUTS Cost Management Plan Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Plan Cost Management - Output  Cost Management Plan  How costs will be planned, structured and controlled  Units of measure  Level of accuracy  Reporting formats  Control thresholds Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Estimate Costs  Developing an approximation of the cost of resources needed to complete project work.  Usually expressed in some from of currency, $, Euro, Yen, Won, etc..  Accuracy of a project estimate will increase as the project progresses through the project life cycle  Costs are estimated for all resources that