Post on 28-Aug-2015
description
Configuration management plan / Change management plan
Integration
Stakeholder analysis / Stakeholder register / Stakeholder management strategy
Communications
Statement of work / Contract / Business case / CharterIntegration
Initiating
Procurement documentation / Change requestsProject management plan updatesProcurement
Quality audit reports / Change requestsProject management plan updatesQuality
Risk register / Risk register updatesRisk
Project Staff assignments / Resource calendars / Team performance assessments / Training plans / Issue log / Change requests
Project management plan updatesHuman Resources
Activity resource requirements / Resource breakdown structureTime
Quality control measurements / Validated changes / Change requestsProject management plan updatesQuality
Risk register updates / Change requestsProject management plan updatesRisk
Performance reports / Change requestsCommunications
Work performance measurements / Budget forecasts / Earned value reports / Change requests
Project management plan updatesCost
Work performance measurements / Change requestsProject management plan updatesScope
Work performance measurements / Change requestsProject management plan updatesTime
Sellers list / Proposals / Contracts / Change requestsProject management plan updatesProcurement
Change log / Issue log / Change requestsProject management plan updatesCommunications
Risk-related contract decisions / Risk register updatesProject management plan updatesRisk
Schedule management plan*Time (Integration)
Cost management plan*Cost (Integration)
Program schedule network diagramsTime
Activity duration estimatesTime
Project schedule / Schedule dataSchedule baselineTime
Integration
Integration
Integration
Procurement
Risk
Communications
Human Resources
Quality
Cost
Cost
Time
Scope
Scope
Scope (Integration)
Knowledge Area
Work performance information / Change requestsProject management plan updates
Executing
Change request status updatesProject management plan updates
Monitoring &
Controlling
Closing
Planning
Process Group
Project funding requirementsCost performance baseline
Quality metrics / Quality checklists / Quality standardsQuality management plan / Process improvement plan
Project organizational structure / Resource requirements / Responsibility assignment matrix / Roles and responsibilities
Human resource plan / Staffing management plan
Communications management plan
Roles and responsibilitiesRisk management plan
Teaming agreements / Procurement SOW / Make-or-buy decisions / Procurement documents / Source selection criteria / Change requests
Procurement management plan
Archived project documents
Activity cost estimates / Basis of estimates
Activity list / Activity attributes / Milestone list
Requirements traceability matrix / Assumption log / Technical documentation
Scope baseline (Scope statement, WBS, WBS dictionary)
Requirements documentation / Stakeholder requirementsRequirements management plan
Scope management plan*
Project DocumentsProject Management Plan
DocsDocs TMTMDocsDocs TMTMTMTMThe ultimate PMP project plan
and documents list.
2009, 2011 Q'vive, LLC Eric van der Meulen, PMP All rights reserved qvive.biz info@qvive.biz "PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.
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PDL12116
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* Scope, Schedule, and Cost planning processes are preceded by a planning effort in 4.2 Develop Project Management Plan, which produces management plans for these Knowledge Areas.
ETC = BAC EVAssumes future work to be performed as budgeted
ETC (for atypical variance)Estimate To Complete
FormulaDescriptionAbbreviationVariable
ETC = (BAC EV) / CPIAssumes past performance to continue throughout
ETC (for typical variance)
TCPI = (BAC EV) / (BAC AC)
BASED ON BAC
or TCPI = (BAC EV) / (EAC AC) BASED ON NEW EAC
Cost performance necessary to achieve BAC or new EAC goal
Work remaining divided by funds remaining
TCPITo-Complete Performance Index
VAC = BAC EACForecast of varianceVACVariance At Completion
EAC = AC + ETC = AC + (BAC EV) / CPI
or EAC = BAC / CPI
Assumes past performance to continue throughout
EAC (for typical variance)
EAC = AC + BAC EVAssumes future work to be performed as budgeted
EAC (for atypical variance)
EAC = AC + Bottom-up ETCUse when original est. is flawedEACEstimate At Completion
Budget assigned for workBACBudget At Completion
SPI = EV / PVMeasure of schedule efficiencySPISchedule Performance Index
SV = EV PVMeasure of schedule performanceSVSchedule Variance
CPI = EV / ACMeasure of cost efficiencyCPICost Performance Index
CV = EV ACMeasure of cost performanceCVCost Variance
Budget assigned for work performed
PVPlanned Value
Value of work performedEVEarned Value
Actual cost incurred for work performed
ACActual Cost
CO
ST Earned Value
CO
ST Forecasting
FormulasFormulas TMTMFormulasFormulas TMTMTMTMThe ultimate PMP
reference sheet.
2009, 2011 Q'vive, LLC Eric van der Meulen, PMP All rights reserved qvive.biz info@qvive.biz "PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.
Probability Impact [$]EMVExpected Monetary Value
90 %Project Manager Communication
n(n-1) / 2 n = # of stakeholdersCommunication channels
EMV costNet BenefitNet Benefit
FormulaAbbreviationVariable
1 = 68.26 % 3 = 99.73 %
2 = 95.46 % 6 = 99.99985 %
1 standard deviation =
1 STD = 1 sigma = 1
Normal Distribution
+/- 50% from actualRough Order of MagnitudeEstimating in Initiating
-10% to +25% from actualBudgetary / Top Down / Analogous
Estimating early in Planning
-5% to +10% or +/-10% from actualDefinitive / Bottom-upEstimating late in Planning
P + 4M + O P = pessimistic, M = most likely, O = optimistic
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PERT (Program Evaluation and Review Technique)
Three point estimate for activity duration, weighted average
(PERT1 + PERT2 + PERT3 + ) + (# of sigmas STDproject)critical path activities only:Project Duration
Var1 + Var2 + Var3 + STDproject (or project)Standard Deviation of Project
((P O) / 6)2
Varactivity (or 2 activity)Variance of Activity
(P O) / 6STDactivity (or activity)Standard Deviation of Activity
TIM
E/C
OST Estimating
PFS12117
DefinedDefinedTMTMDefinedDefinedTMTMTMTMThe ultimate PMP
charter glossary.
Purpose, Objectives, Requirements
Purpose: Reason(s) for doing this project in terms of business objective and related strategic goal. Description of issue or opportunity addressed.
Objective: Targeted result of the project.
Success Criteria: SMART objectives are quantifiable criteria used to measure project success (Specific, Measurable, Achievable, Realistic, Time-bound).
Requirement: Quantified and prioritized attribute, capability, characteristic, or quality of the (product of) the project that is wanted, needed, or expected by Sponsor and Stakeholders (Customers).
Milestones/Deliverables, Constraints
Milestone: Major Deliverable or significant event in the project used to measure progress.
Deliverable : Any unique and verifiable product, result, or capability that must be produced to complete the stage, phase, or project; tangible, measurable, and easily proved.
Constraint : A restriction or limitation, either internal or external to a project, which will affect the performance of the project. A boundary condition within which the project must remain, e.g., scope, cost, schedule, resources, quality, etc.
In Scope*
What is included in the project and its Deliverables . The who, what, where, when, and why of the project.
Product Scope : Features and functions that characterize the product or result of the project.
Project Scope : Work required to deliver the product.
Assumptions & Risks
Assumption : Factor (event, action, condition) that, for planning purposes, is considered to be true, real or certain without proof or demonstration.
Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on the projects Objectives.NEGATIVE RISK: The possibility that an undesired outcome or the absence of a desired outcome disrupts the project; always reflects uncertainty, a potential loss, and a time component.
Out Of Scope*
What is not included in the project and its deliverables.
* NOTE: In Scope and Out Of Scope define the Project Boundaries
Team: Project Manager (or Project Management Team) and Team Members.
Stakeholders: Persons or organizations (Customer, performing organization, public) that are actively involved in the project, or whose interests may be positively or negatively impacted by execution or completion of the project; may also exert influence over the project and its Deliverables .
2010, 2011 Q'vive, LLC Eric van der Meulen, PMP All rights reserved qvive.biz info@qvive.biz "PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.PTG12114
The Project Charter can take on many forms.
Commonly used in a New Product Development or Stage-Gate environment is the project 4-block. See the example below with typical terminology. The 4-block is a communication tool that is used between Project Team and Senior Management. Financial justification is usually obtained through separate spreadsheet calculations, which depend on the practices of the performing organization.
The use of common format and terminology promotes efficient and focused project reviews.
Although the terms have distinct definitions, there can be some apparent overlap, which is inevitable. In these cases, go with the spirit, not the letter. For instance, there are fine lines between Purpose, Objective, Scope, Deliverable, and Requirement.
The process of obtaining clarity is a very important activity. During project initiation the 4-block is a powerful tool to build consensus among Stakeholders as well the Project Team, especially when defining what is Out Of Scope.
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DefinedDefinedTMTMDefinedDefinedTMTMTMTMThe ultimate PMP
Whos Who.
Project Manager typically in matrix or projectized organization
The person ultimately responsible for the outcome of the project
Authorized to spend Budget and assign Project Resources to realize project goals
Authorized to make decisions for the project
Ultimate owner of project related problems
Balances Stakeholder interests
Balances Constraints
Project Coordinator in weak matrix or functional organization
Weaker than Project Manager
Some authority to assign Project Resources
Not authorized to spend funds or make overall project decisions
Project Expeditor staff assistant, typically in functional organization
Weakest of Project Management roles with little or no formal authority
Reports on project progress
No authority over Project Resources or funds
Project Team Member
Assists in creating WBS and Schedule
Executes project activities
Creates Deliverables
Tracks and reports status
Project (Management) Office or PMO
Department that controls all projects in an organization
Defines standards, best practices
Audits projects for conformance
Supports Project Managers with:
Methodologies
Tools
Training
Project Sponsor
Responsible for funding the project
Sometimes called Project Champion
Typically a Senior Manager (see Senior Management)
Typically internal to the company, while Customer is external, however:
Can be internal or external to the performing organization
May or may not be the Customer
Can help resolve dispute between performing organization and Customer
Stakeholder
Anyone that has an effect on, or is affected by the project
Individual who is involved in the project (PM, PM Team Member, Project Team Member)
Person being impactedpositively or negativelyas a result of the project, incl. Customer
Person exerting influence over the project, its Constraints , and results
Senior Management
Higher in the organization than the Project Manager
Prioritizes projects in line with company strategy and goals
Authorizes Project Manager, ensures access to Project Resources
Can help resolve organizational conflicts and issues
Functional Manager
Department Manager who owns Project Resources
Human resource management responsibilities for employees
Program Manager
Responsible for programs
Coordinates multiple related projects to achieve a common goal
Manages at a higher level than the Project Manager
2011 Q'vive, LLC Eric van der Meulen, PMP All rights reserved qvive.biz info@qvive.biz "PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.PRD12111
The Communications Management Knowledge Area is focused on the people outside the project, i.e., Sponsor, Stakeholders, Customer, Senior Management, Functional Managers, Program Manager.
In the Human Resource Management Knowledge Area, the Project Manager or Project Coordinator is focused on the Project Resources, the people inside the project, i.e., Project Management Team (PM Team), and Project Team.
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