BasicConcepts NEW

8/13/2019 BasicConcepts NEW

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PROJECT INTEGRATION MANAGEMENT

1. Project management - application of knole!ge" #kill#" an! tec$ni%&e# to project

acti'itie# to meet or e(cee! #take$ol!er nee!# an! e(pectation#

). Operation# an! project# #$are man* c$aracteri#tic#+ performe! ,* people con#traine!

,* limite! re#o&rce# planne!" e(ec&te! an! controlle!

. Project - temporar* en!ea'or &ni%&e pro!&ct or #er'ice ,eginning an! en!ing life

c*cle mile#tone# proce## gro&p#

/. Project 0 #$o&l! ,e aligne! it$ t$e organiational #trategic o,jecti'e#

2. Project# - progre##i'el* ela,orate! pro!&ct#" goal# an! o,jecti'e#

3. Project management 0 organiational efficienc* an! fle(i,ilit*

4. Project Management Met$o!ologie# 0 !etaile! project life c*cle !e#cription#

5. Project interface# 0 organiational" tec$nical" interper#onal

6. Project #take$ol!er# 0 an*one $a# #omet$ing a##ociate! it$ t$e project

17. Pro!&ct-oriente! proce##e# 0 !efine! ,* project life c*cle" a# ell a# t$e pro!&ct

#cope

11. C$aracteri#tic# of project p$a#e#+ mile#tone#" o,jecti'e#" acti'itie# an! !eli'era,le#

1). Information flo ,eteen t$e e(ec&ting proce## gro&p an! t$e controlling proce##

gro&p knole!ge area# of project %&alit* management 8%&alit* a##&rance proce##"%&alit* control proce##9 an! project comm&nication management 8information

!i#tri,&tion proce##" performance reporting proce##9

1. Project Integration Management 0 proce##e# integration operation integration

project:pro!&ct #cope integration !e#cri,e# t$e proce##e# re%&ire! to en#&re t$at t$e

'ario element# of t$e project are properl* coor!inate!

1/. Project Management Information ;*#tem 8PMI;9 0 tool of integration management

gat$er" integrate" an! !i##eminate o&tp&t# of all t$e project management proce##e#

12. Config&ration management - en#&re t$at t$e !e#cription of t$e pro!&ct i# correct an!

complete an integrate! c$ange control tec$ni%&e $en c$ange $appen#" make #&re

pro!&ct f&nction# an! !e#ign c$aracteri#tic# are #till kept correct !oc&mente!

proce!&re e! to appl* tec$nical an! a!mini#trati'e !irection an! #&r'eillance to /

#tep# proce!&re#

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13. Projectie! organiation - project manager poer foc an! goal# clear efficienc*

#acrifice! no fle(i,ilit* e! for large #ie or remote from $ome organiation often

collocate!

14. Matri( organiation - f&nctional manager# #taffing an! a!mini#trati'e ork project

manager project ork ,alance of poer comple( !eman!ing for comm&nication#

an! management #kill# fle(i,le ctomer foc project coor!inator" e(pe!iter"

project manager" program manager #trong PM time 27-62ife c*cle co#ting 0 pro!&ct:#er'ice f&t&re commitment# 8G&arantee#" arrantie#" an!

ongoing #er'ice#9

66. al&e engineering - creati'e approac$ e! to optimie life c*cle co#t#" #a'e time"

increa#e profit#" impro'e %&alit*" e(pan! market #$are" #ol'e pro,lem#" an!:or e

re#o&rce more effecti'el*. It e! it$ life c*cle co#ting to re!&ce co#t an! time"

impro'e %&alit* an! performance" an! optimie t$e !eci#ion-making. A tec$ni%&e

e! in pro!&ct anal*#i# in t$e #cope planning proce##.

177. Or!er of magnit&!e 0 ,eginning 0)2< to H42


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174. Co#t ,&!geting 0 allocating incl&!e co#t of ri#k re#pon#e contingenc* for

i!entifie! management re#er'e for &n-i!entifie! ri#k#

175. ariance# ma* $a'e !ifferent impact o'er t$e project p$a#e#. Earlier more

#ignificant

176. Earne! 'al&e - appro'e! co#t e#timate# for acti'itie# complete! !&ring a gi'en

perio!. It &all* come# from t$e ,&!get &nit co#t it$ act&al &nit#.

117. CPI F E:AC" t$e amo&nt of ork accompli#$e! per !ollar of act&al co#t #pent.

C F E 0 AC

CPI< F C:E" for eac$ !ollar of ork performe!

;PI F E:P" t$e amo&nt of ork accompli#$e! per !ollar of ,&!gete! co#t of ork

#c$e!&le!

; F E- P

;PI< F ;:P" for eac$ !ollar of ork #c$e!&le!

111. Critical ratio F CPI K ;PI

11). EAC 0 ,a#e! onproject performance & risk quantification

a. Pe##imi#tic" c&rrent 'ariance# are t*pical

EAC F =AC:CPI or EAC F AC H 8=AC-E9:8CPIK;PI9

,. More optimi#tic" c&rrent 'ariance# are at*pical" #imilar 'ariance# ill not

occ&r in t$e f&t&re

EAC F AC H =AC 0 E

c. E#timate To Complete

ETC F EAC 0 E F =AC:CPI 0 E F =AC:EKAC - E

11. E#timate! time to complete F ,&!gete! time:;PI

11/. ariance At Completion F EAC - =AC

112. Project complete!" =CP F =C;" or E F P. All t$e 'al&e a'aila,le to ,e

earne! $a# ,een earne!

113. >e'el of effort co#t# 0 =CP F =C;" earne! on pa##age of time

114. ;pen!ing 'ariance F P 0 AC" ,&!get compare! to act&al

115. Project p$*#ical progre## 'al&e! ,* #c$e!&le 'ariance E 0 P. A$ea! 7

116. If a project i# o'er ,&!get )2< of !&ring t$e project p$a#e#" t$e project ill ,e

complete! it$ an o'er ,&!get con!ition greater t$an )2


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1)7. EA 8Economic al&e A!!e!9 - net profit compen#ate t$e co#t of a##et#

1)1. ;&m of t$e *ear# !igit met$o! - 2 *ear" total i# 2H/HH)H1F12" fir#t *ear 2:12"

#econ! /:12" fift$" 1:12

1)). @o&,le !eclining ,alance# - 27< off t$e ,ook 'al&e eac$ *ear

1). T$e total project ,&!get contain# t$e operating project ,&!get or ,a#eline"

contingenc* re#er'e" an! t$e management re#er'e. T$e project ,a#eline i# increa#e!

,* t$e amo&nt of t$e ri#k alt$o&g$ t$e total project ,&!get #ta*# t$e #ame.

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PROJECT QUALITY MANAGEMENT

1)/. B&alit* 0 c$aracteri#tic# a,ilit* to #ati#f* #tate! or implie! nee!# conformance to

re%&irement# fitne## for e

1)2. Gra!e - a categor* or rank gi'en to entitie# $a'ing t$e #ame f&nctional e ,&t

!ifferent tec$nical c$aracteri#tic#. @etermining an! !eli'ering t$e re%&ire! le'el# of

,ot$ %&alit* an! gra!e are t$e re#pon#i,ilitie# of t$e project manager an! t$e project

management team

1)3. Mo!ern %&alit* management complement# project management in ctomer

#ati#faction" pre'ention o'er in#pection" management re#pon#i,ilit*" an! proce##e#

it$in p$a#e# 8plan-!o-c$eck-act9.

1)4. B&alit* planning 0 !etermine %&alit* #tan!ar!# ma* nee! to mo!if* organiation

%&alit* polic* #take$ol!er# f&ll* aare $a'e inp&t# from #cope #tatement" pro!&ct

!e#cription an! all ot$er relate! proce##e# ri#k eig$te!

1)5. B&alit* a##&rance - monitor o'erall %&alit* pro'i!e confi!ence t$at t$e project

ill #ati#f* t$e rele'ant %&alit* #tan!ar!# t$ro&g$o&t t$e project internal" e(ternal

1)6. B&alit* control - mea#&re #pecific %&alit*

17. T$e %&alit* a##&rance an! control proce##e# #$are #ame inp&t# a# %&alit*

management plan an! operational !efinition#" $ic$ are t$e o&tp&t# of %&alit*

planning. T$e ork re#&lt# an! c$eckli#t# are inp&t# to t$e %&alit* control" $ile t$e

re#&lt# of %&alit* control mea#&rement# inp&t to %&alit* a##&rance. T$e o&tp&t# of

,ot$ $a'e %&alit* impro'ement.

11. Co#t of %&alit* 0 tool of %&alit* planning pre'ention" apprai#al" an! fail&re

8pre'ent" e'al&ate" repair9 co#t#" $ere t$e latter i# ,roken !on into internal an!

e(ternal co#t# mea#&rement an! te#t e%&ipment co#t# @eming #ai!" 52< of t$e co#t

of %&alit* are t$e !irect re#pon#i,ilit* of management.

1). Metric# 0 operational !efinition# o&tp&t of %&alit* planning #pecif* $at an!

$o to mea#&re

1. B&alit* in#pection- attri,&te# or mea#&rement#

1/. Attri,&te #ampling - re#&lt eit$er conform# or not fa#t c$eap acc&rate

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12. aria,le# #ampling - re#&lt rate! on a contin&e# #cale t$at mea#&re# t$e !egree of

conformit*

13. AB> 8Accepta,le B&alit* >e'el9 - < limit to accept AB> 2


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?ere e #toppe!PROJECT ?MAN RE;ORCE MANAGEMENT

1/3. RAM 8Re#pon#i,ilit* A##ignment Matri(9 - people to =;

1/4. Ri#k re#pon#e planning 0 people to ri#k re#pon#e

1/5. ;taffing management plan - $en an! $o in an! o&t

1/6. >earning c&r'e t$eor* 0 t$e co#t to pro!&ce an item ill !ecrea#e eac$ time t$e

pro!&ction !o&,le!

127. >ea!ing - e#ta,li#$ing !irection" aligning people an! moti'ating an! in#piring

121. ;taff #election - pre'io e(perience" per#onal intere#t#" per#onal c$aracteri#tic#"

a'aila,ilit*" competencie# an! proficienc*

12). Rear! an! recognition 0 ,a#e! on #eparatel* ,&!gete! controlla,le co#t clear"

e(plicit" ac$ie'a,le c&lt&ral

12. ;cientific management - clear an! #pecific proce!&re# re#&lt efficienc* an!

moti'ation

12/. E(pectanc* t$eor* - e(pectanc* re#&lt# fact can ,e applie! ,* treating people

it$ enco&ragement" gi'ing t$em a #en#e of recognition an! ac$ie'ement" an! gi'ing

prai#e p&,licl* an! critici#m pri'atel*

122. Ma#lo - $ierarc$* of nee!# 2 le'el# 8p$*#iological" #afet*" lo'e L affection"

e#teem" #elf-act&aliation9 loer nee!# fir#t

123. ?ert,erg - moti'ation:$*giene $*giene factor# nee! to ,e maintaine!

moti'ator# or #ati#fier are a #en#e of ac$ie'ement an! a #en#e of recognition for

t$ing# !one" t$e ork it#elf" re#pon#i,ilit*" a!'ancement" grot$" an! #o on t$e !i#-

#ati#fier# or $*giene factor# are compan* policie#" relation#$ip# it$ #&per'i#or#"#alar*" relation#$ip# it$ peer#" per#onal factor#" #tat" #ec&rit*" an! ot$er# maintain

t$e $*giene factor# ,* $a'ing a goo! per#onal polic* an! goo! lea!er#$ip practice#

feeling of ac$ie'ement an! recognition for ork !one re#pon#i,le an! empoere!

124. McGreggor - T$eor* manager# t$ink t$at all people are ,a#icall* la* an! t$at

&nle## t$e* are t$reatene! or in #ome a* force! to !o ork" t$e* ill not !o an*

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14). Compromi#e - gi'e &p #omet$ing to reac$ a common gro&n! in-in

14. Pro,lem #ol'ing 8confrontation9 - all !i#agreement# mt $a'e one correct

#ol&tion

14/. it$!ra 0 or#t negati'e Cooling off

142. or mo#t meeting#" 17 people are optim&m

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PROJECT COMMNICATION; MANAGEMENT

143. Organiational planning i# often tig$tl* linke! it$ comm&nication# planning

#ince t$e project# organiational #tr&ct&re ill $a'e a major effect on t$e project#

comm&nication# re%&irement#.

144. Comm&nication#+ mo#t important #kill 67< of time

145. Information for comm&nication re%&irement# 0 organiation an! #take$ol!er#

f&nction# in'ol'e! logi#tic# e(ternal nee!#

146. Comm&nicator me!ia 0 'i#&al" a&!io an! tactile

157. T*pe# of comm&nication 0 'er,al" ritten" an! electronic

151. Comm&nication# tec$nolog* factor#+ imme!iac* a'aila,ilit* #taffing lengt$

15). =arrier# to comm&nication# - !i#torte! perception# !i#trte! #o&rce# an!

tran#mi##ion error# no c$annel# c&lt&ral" moti'ation" e!&cation" !i#tance" noi#e an!

attit&!e#

15. Comm&nication filter# 0 lang&age" !i#tance" c&lt&re" knole!ge

15/. Comm&nication ,locker# 0 negati'e me##age#

152. Impro'ing comm&nication - rele'ant #imple piece repeat

153. ace-to-face comm&nication 0 or! 4


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PROJECT RI; MANAGEMENT

161. Ri#k 0 &ncertaint* goo! or ,a!

16). Project ri#k #$o&l! ,e an agen!a item at all team meeting#.

16. Ri#k management 0 #trategicall* fit progre##i'el* monitore! an! controlle! ri#k#

gro&pe!" #orte! an! treate! ,* e(pert#

16/. Ri#k management plan !oe# not a!!re## re#pon#e to in!i'i!&al ri#k#

162. Ri#k i!entification 0 inp&t# from all area# iterati'e e'al&ate! at proper time

re#pon#e folloe!

163. =rain#torming - mo#t pop&lar tec$ni%&e for i!entif*ing ri#k

164. T$e @elp$i tec$ni%&e 0 anon*mo facilitator re%&ire! to anal*e an! categorie

t$e inp&t#

165. T$e nominal gro&p tec$ni%&e - participant# #elf nominate an! t$en open

!i#c#ion i!ea !i#c#e!" clarifie!" e(plaine!" an! #orte!

166. Crafor! #lip - 17 time# 17 !ifferent an#er#" le## interaction#

)77. C$eckli#t 0 %&ick an! #imple !anger of inconcli'e an! prej&!gment mt ,e

&p!ate! for project clo#&re

)71. >i#t of i!entifie! ri#k# 0 progre##i'el* a!jte! t$ro&g$o&t t$e project life

)7). Ri#k categorie#+ tec$nical" %&alit* or performance project management

organiational e(ternal

)7. Ri#k tolerance - illingne## to accept ri#k Ri#k t$re#$ol!# $elp to mea#&re t$e

effecti'ene## of t$e ri#k re#pon#e plan e(ec&tion

)7/. ;e'erit* of ri#k - impact an! pro,a,ilit* ranking onl* to e'ent#

)72. Ri#k #cale - Or!inal 8'er* lo" lo" mo!erate" $ig$" 'er* $ig$9 Car!inal 87.1"

7." 7.2" 7.59

)73. @oc&menting t$e rationale of t$e ri#k range# i# an important component of t$e

ri#k inter'ie

)74. @ata preci#ion ranking 0 !ata a,o&t ri#k ef&lS Ri#k &n!er#tan!ing" ri#k !ata

a'aila,le" %&alit*" relia,ilit* an! integrit*

)75. Affinit* !iagramming - #eparate ri#k# into gro&p# treate! ,* e(pert#

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)76. Ri#k re#pon!ing - a'oi!ance" tran#fer 8!eflect9" mitigation an! acceptance action#

to take ri#k regi#ter 8ri#k re#pon#e plan9 re#i!&al '#. #econ!ar* ri#k#

)17. Ri#k a'oi!ance - plan c$ange totall* a'oi! a'oi!ing t$e ri#k ,* !oing or gi'ing

&p !oing #omet$ing eliminate t$e root cae mo#t prefera,le

)11. In#&rance an! contracting are t$e met$o!# of tran#ferring 8!eflecting9 ri#k.

;plitting t$e or!er i# a met$o! of mitigating ri#k.

)1). Ri#k acceptance - #etting &p t$e ri#k tolerance fir#t it$in t$e limit

)1. Pa##i'e acceptance - !o not$ing ork aro&n!

)1/. Acti'e acceptance - contingenc* plan f&ll,ack plan pro-acti'e" #tart earl*

)12. Contingenc* planning i# !efining t$e #tep# to ,e taken if an i!entifie! ri#k e'ent

#$o&l! occ&r

)13. Ri#k mitigation - re!&ce t$e pro,a,ilit* or impact le'el to accept c$anging t$e

con!ition# planning for $at to !o in ca#e t$e ri#k materialie# 0 pro,a,ilit* an!

impact #pecific ta#k# !one regar!le## of $et$er t$e ri#k occ&r#

)14. Ri#k ta(onom* - i!entif* ri#k#" a##e## t$eir pro,a,ilit* an! impact an! &n!er#tan!

t$e effecti'ene## of a partic&lar mitigation #trateg* on a #pecific ri#k

)15. non ri#k# - contingenc* ,&!get" contingenc* alloance" or re#er'e #et a#i!e

appro'e! ,* t$e project manager re!&ce! proportionall* toar! t$e en!

)16. nknon ri#k# - management re#er'e appro'e! ,* a,o'e t$e project manager

))7. $en a ri#k i# i!entifie!" ,&!get an! #c$e!&le time are i!entifie! an! p&t into t$e

contingenc* re#er'e. If t$e ri#k act&all* occ&r#" t$e mone* i# e! from t$e

contingenc* re#er'e an! a!!e! to t$e operating ,&!get of t$e project.

))1. Correcti'e action - it#elf t$e o&tp&t of all controlling proce## performing t$e

orkaro&n! or t$e contingenc* plan in co#t an! ri#k control performing e(pe!iting in

#c$e!&le control

))). $en t$e infl&ence of #tan!ar!# an! reg&lation# i# &nknon or &ncertain" t$e*

mt ,e con#i!ere! &n!er Project Ri#k Management.

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PROJECT PROCREMENT MANAGEMENT

)). A##i#te! negotiation - me!iation an! ar,itration

))/. Contract management - no forcing competent people e(c$ange la

))2. Contract a!mini#tration 0 application of project plan e(ec&tion" performance

reporting" %&alit* control" c$ange control an! co#t control 8integration"

comm&nication" %&alit*" co#t9

))3. i(e! price contract - #eller take# all t$e ri#k" ,&t al#o #etting t$e price in #&c$ a

a* a# to ,e compen#ate! for taking t$e ri#k e! for ell-!efine! pro!&ct#

))4. T$e firm fi(e! price contract $a# t$e mo#t pre!icta,le co#t of all of t$e t*pe# of

contract.

))5. i(e! price pl incenti'e contract -,&*er not a,le to get t$e #eller to get t$e

incenti'e part into a fi(e! contract penalt* for !eli'ering late or for !eli'ering a

project t$at !oe# not meet all of t$e re%&irement#

))6. nit price contract i# a t*pe of fi(e! price contract. T$e final price !epen!# on t$e

&nit price an! t$e %&antitie#.

)7. Co#t reim,&r#ement contract - ,&*er take# t$e ri#k e! $en t$ere i# a great !eal

of ri#k an! &ncertaint* or a #ignificant amo&nt of in'e#tment mt ,e ma!e ,efore

t$e final re#&lt# of t$e project can ,e reac$e! $elp to re!&ce co#t $en project

c$ange#

)1. One of t$e pro,lem# in a co#t reim,&r#ement contract i# t$e !etermination of t$e

act&al co#t.

)). T$e co#t pl incenti'e fee contract i# t$e lea#t pre!icta,le of all t*pe# of contract.

T$e co#t pl percentage of co#t fee i# t$e ri#kie#t to t$e ,&*er.

). =lanket or!er# - form of forar! ,&*ing %&antit* !i#co&nt le## in'entor*

progre##i'e !eli'er* fle(i,le pricing an! %&antit* ,* t$e en!

)/. Once t$e contract i# #igne!" t$e project manager mt manage t$i# contractor jt

a# if $e or #$e ere part of t$e project team.

)2. =i! an! %&otation# are generall* e! $en t$e #o&rce #election !eci#ion ill ,e

,a#e on price" $ile propo#al i# generall* e! $en ot$er con#i!eration# are

paramo&nt.

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)3. Conte#te! c$ange 0 claim#" !i#p&te#" appeal# #eller an! ,&*er co&l! not agree on

t$e compen#ation of t$e c$ange

))


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PROE;;IONA> RE;PON;I=I>ITIE;

)4. If #omet$ing goe# rong it$ t$e project" it i# t$e project manager#

re#pon#i,ilit*.

)5. Profe##ional re#pon#i,ilit* 0 #ocial an! legal re#pon#i,ilitie# contri,&tion# to

knole!ge an! comm&nitie# #elf impro'e competencie# ,alance #take$ol!er

intere#t# team ork al#o in'ol'e ac%&ire t$e a&t$orit*" $an!le t$e &nreali#tic

#c$e!&le pro,lem &p front an! #tan! &p for t$e rig$t proce## tr&t$f&l repre#entation

of capa,ilitie# #ati#f* project #cope keep confi!ential no conflict# of intere#t meet

project %&alification maintain profe##ional #kill# pro'i!e lea!er#$ip for ma(im&m

pro!&cti'itie# meet project o,jecti'e# ork en'ironment #afet*

)6. Co!e of profe##ional con!&ct

To t$e profe##ion+ information to PMP certification report 'iolation#

cooperate it$ PMI !i#clo#e conflict of intere#t tr&e %&alification

go'ernment reg&lation# re#pect intellect&al propert* !i##eminate PMP co!e

To ctomer# an! t$e p&,lic+ tr&e project co#t#:#er'ice#:re#&lt# maintain

#cope confi!entialit* no conflict to ctomer#:profe##ional j&!gment# gift#

)/7. Pro,lem #ol'ing 0 pro,lem !efinition !eci#ion-making !eci#ion implementation

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