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PMP exam preparation support Andreas Wettstein, PMP [email protected]

Andreas Wettstein PMP Certification Support.doc17.12.2003 1

Content Deliverables & Work Documents............................................................................................................. 3 Project Life Cycle..................................................................................................................................... 6

Initiating ............................................................................................................................................ 6 Planning ........................................................................................................................................... 6 Executing.......................................................................................................................................... 6 Controlling ........................................................................................................................................ 7 Closing ............................................................................................................................................. 7

Most Important Processes ................................................................................................................... 8 Knowledge Areas .................................................................................................................................... 9

Framework ........................................................................................................................................... 9 Types of organisations ..................................................................................................................... 9 Project Office.................................................................................................................................... 9

Integration Management .................................................................................................................... 10 Components of a project plan ........................................................................................................ 10 Action to develop a project plan ..................................................................................................... 10 Actions during project execution .................................................................................................... 10 Actions during project control......................................................................................................... 11

Scope Management........................................................................................................................... 12 Definition ........................................................................................................................................ 12 Action required initiating a project .................................................................................................. 12 Project Charter ............................................................................................................................... 12

Cost Management.............................................................................................................................. 13 Time Management ............................................................................................................................. 14 Quality Management.......................................................................................................................... 15

Sigma Levels.................................................................................................................................. 15 Human Resources Management ....................................................................................................... 16

Roles .............................................................................................................................................. 16 Procurement Management ................................................................................................................ 18

Requirements for a contract........................................................................................................... 18 Contract Types ............................................................................................................................... 18 Centralised or Decentralised Contracting ...................................................................................... 19 Negotiation Tactics......................................................................................................................... 19 Project manager activities in procurement ..................................................................................... 20 Outputs of contract closeout .......................................................................................................... 20

Lessons Learned ................................................................................................................................... 21 Various ........................................................................................................................................... 21 Execution........................................................................................................................................ 21 Human Resource Management: .................................................................................................... 21 Control: ........................................................................................................................................... 21 Integration ...................................................................................................................................... 22 Planning ......................................................................................................................................... 22 Quality management ...................................................................................................................... 22 Scope management ....................................................................................................................... 22 Communication .............................................................................................................................. 22 Cost Management .......................................................................................................................... 22 Time Management ......................................................................................................................... 22 Closing ........................................................................................................................................... 23

Rules of thumb................................................................................................................................... 23 File name: H:\Projects Personal\PMP Certification\PMP Preparation Support.doc Last update: 12/12/2003 16:15


Deliverables & Work Documents Document or Deliverable Output of Input to Product description Initialisation

Scope planning Activity sequencing

Strategic plan Initiation Scope planning

Project selection criteria Initiation Historical information Initiation

Scope definition Activity definition Activity duration estimating Resource planning Cost estimating Project plan development Risk identification Quantitative risk analysis

Project charter Initiation Scope planning Risk management planning

Project manager name Initiation Constraints Initiation Scope planning

Scope definition Project plan development Activity definition Activity duration estimating Schedule development Organisational planning Communication planning

Assumptions Initiation Scope planning Scope definition Project plan development Activity definition Activity duration estimating Schedule development Communication planning Qualitative risk analysis

Scope statement Scope planning Scope definition Scope verification Activity definition Resource planning Quality planning Procurement planning

Scope statement updates = scope changes

Scope definition Scope change control

Supporting detail to scope statement

Scope planning

Scope management plan Scope planning Scope change control Other planning outputs Various processes Project plan development

Scope definition Work breakdown structure Scope definition Scope verification

Scope change control Activity definition Resource planning Cost estimating Cost budgeting Risk management planning

Work breakdown structure updates Activity definition


Work results Project plan execution Scope Verification Performance reporting Contract administration Quality control

Product documentation Scope Verification Administrative closure

Project plan Project plan development Project plan execution Integrated change control Scope verification Performance reporting Team development

Supporting detail to project plan Project plan development Project plan execution Formal acceptance Scope verification Performance reports Performance reporting Integrated change control

Scope change control Schedule control Cost control Administrative closure

Change requests Project plan execution Performance reporting

Integrated change control Scope change control Schedule control Cost control

Scope changes Scope change control Preventive action Project plan execution Corrective action Integrated change control

Scope change control Schedule control Cost control Risk monitoring and control

Project plan execution

Lessons learned Integrated change control Scope change control Schedule control Cost control Administrative closure

Adjusted baseline Scope change control Organisational policies Project plan development

Project plan execution Resource planning

Project plan updates Integrated change control Project plan execution Expert judgement Activity definition Activity list Activity definition Activity sequencing

Activity duration estimating Activity List updates Activity sequencing

Activity duration estimating

Mandatory dependencies Activity sequencing Discretionary dependencies Activity sequencing External dependencies Activity sequencing Milestones Activity sequencing Project Network Diagrams Activity sequencing Schedule development Resource requirements Resource planning Activity duration estimating

Schedule development Cost estimating Organisational planning

Resource capabilities Activity duration estimating Identified risks Risk identification Activity duration estimating

Cost estimating Activity duration estimates Activity duration estimating Schedule development

Resource planning Cost estimating


Resource pool description Schedule development Resource planning

Calendars Schedule development Leads and lags Schedule development Risk management plan Risk management planning Schedule development

Cost budgeting Activity attributes Schedule development Project Schedule Schedule development Schedule control

Cost budgeting Schedule management plan Schedule development Schedule control Resource requirement updates Schedule development Schedule updates Schedule control Organisational policies Resource rates Cost estimating Chart of accounts Cost estimating Cost estimates Cost estimating Cost budgeting Revised cost estimates Cost control Cost management plan Cost estimating Cost control Cost baseline Cost budgeting Cost control Budget updates Cost control Estimate at completion Cost control Project closeout Cost control


Project Life Cycle Initiating • Select Project • Collect historical information • Determine project objectives • Determine high-level deliverables and objectives • Determine high-level constraints and assumptions • Determine business need • Develop product description • Define responsibilities of the project manager • Determine high-level resource requirements • Finalise the project charter

Planning Create scope statement Determine project team Create WBS Finalise the team Create WBS dictionary Create network diagram Estimate time and cost Determine critical path Create risk management plan Develop schedule Develop budget Determine communications requirements Determine quality standards Risk identification, qualification, quantification and response planning Iterations, go back -> schedule compression Create other management plans (scope, schedule, cost, quality, staffing, communications, procurement) Create project control system Final project plan development Gain formal project plan approval Hold Kickoff meeting

Executing Execute project plan Manage project progress Complete work packages Distribute information Quality assurance Team development Hold progress meetings Identify changes Use work authorisation system Manage by exceptions to project plan


Controlling Integrated change control Project performance measurement Performance reporting Scope change control Quality control Risk monitoring and control Schedule control Cost control Scope verification Ensure compliance with plans Project plan updates Corrective action

Closing Procurement audits Product verification Financial closure Lessons learned Update records End of project performance reporting Formal acceptance Project archives Release resources Party !!


Most Important Processes Process Key Inputs Key Outputs Initiation Product description

Strategic plan Project selection criteria Historical Information

Project charter Project manager Constraints Assumptions

Scope Planning Product description Project charter C+A

Scope statement Scope management plan

Scope Definition Scope statement Historical Information

WBS Scope statement updates

Activity Definition WBS Scope statement

Activity list WBS updates

Activity Sequencing Activity List Dependencies Milestones

Network diagrams Activity list updates

Activity Duration Estimating Activity List Risks Resource info, Historical info

Activity duration estimates Activity list updates

Resource Planning WBS Historical Information Scope Statement Activity duration estimates Organisational policies

Resource requirements

Schedule Development Project network diagram Activity duration estimates Resource requirements Calendars Leads and lags Risk management plan Activity attributes

Schedule Schedule management plan

Communications Planning Communication requirements Communication technology

Communication management plan

Procurement Planning Scope statement Product description Procurement resources Market conditions

Procurement management plan Statements of work

Solicitation Planning Procurement management plan Statements of work

Procurement documents Evaluation criteria Statement of work updates

Project Plan Development Other planning outputs Historical information Organisational policies

Project plan Supporting detail

Project Plan Execution Project plan Preventive action Corrective action

Work results Change requests

Solicitation Procurement documents Qualified seller list

Proposals

Source Selection Proposals Evaluation criteria Organisational policies

Contracts

Scope Verification Work results Product documentation WBS Scope statement Project plan

Formal acceptance

Administrative Closure Performance measurement documentation Product documentation

Project archives Project closure Lessons learned


Knowledge Areas

Framework

Types of organisations Type Advantage Disadvantage Projectised • Efficient project organisation

• Loyalty to the project • More efficient communications than

functional

• No home when the project is completed

• Lack of professionalism in disciplines

• Duplication of facilities and job functions

• Less efficient use of resources

Matrix • Highly visible project objectives • Improved project manager control

over resources • More support from functional

organisations • Maximum utilisation of scarce

resources • Better coordination • Better horizontal and vertical

dissemination of information than functional

• Team members maintain a home

• Not cost effective because of extra admin personnel

• More than one boss for project teams

• More complex to monitor and control

• Tougher problems with resource allocation

• Need extensive policies and procedures

• Functional managers may have different priorities than project managers

• Higher potential for conflict and duplication of work

Functional • Easier to manage specialists

• Team members report to only one supervisor

• Similar resources are centralised, companies are grouped by specialities

• Clearly defined career paths in areas of work specialisation

• People place more emphasis on their functional speciality to detriment of the project

• No career path in project management

• Project manager has little or no authority

Project Office Possible Roles • Provide policies, methodologies and templates for managing projects • Provide support and guidance to others in the organisation on how to manage projects • Train others in project management or project management software • Assist with specific project management tools • Provide project managers for different projects and being responsible for project results Success factors Role of the project office must be clearly defined Commitment from senior management is required Use of project management processes and techniques besides having the project office


Integration Management

Components of a project plan • Project charter • Project management approach • Scope statement • WBS • Responsibility chart/assignments • Network diagram • Major milestones • Budget • Schedule • Resources • Change control system/plan • Performance measurement baselines • Management plans (scope, schedule, cost, quality, staffing, communications, risk response,

procurement)

Action to develop a project plan Define the methodology to create the project plan Working through iterations Meet with resource managers to the best resources Meet with management to approve the schedule Apply risk reserves Meet with stakeholders to define their roles on the project Crashing, fast tracking and presenting the options to management Hold meetings or presentations to let management know what project objectives, outlined in the project charter, cannot be met Give team members a chance to approve the final schedule Looking for the impact from other projects

Actions during project execution Project plan execution • Implement the project plan • Complete work packages • Achieve work results • Manage project progress • Take preventive actions • Guide, assist, communicate, lead, negotiate, help, coach • Use technical knowledge • Take corrective action • Hold team meetings • Manage by exceptions to the project plan – avoid babysitting • Identify changes to be handled in integrated change control Other activities • Implement quality assurance procedures • Communicate project progress • Produce reports • Develop the team


Actions during project control Scope verification • Inspection • Obtain formal acceptance of deliverables Scope change control Measure performance Re-planning Make changes and adjust baseline Take corrective action Document lessons learned Schedule control All that is listed for scope change control Manage time reserve Use earned value Cost control Recalculate estimate at completion Obtain additional funding when needed Manage budget reserve Use earned value Quality control Hold periodic inspections Ensure authorised approaches and processes are followed Identify the need for corrective action Make changes or improvements to work or processes Decide to accept or reject work Evaluate the effectiveness of corrective action Reassess the effectiveness of project control plans Improve quality Performance measurement and reporting Continually measure project performance using variance or trend analysis, earned value or CPM Distribute information Hold performance reviews Identify and analyse trends and variances Take corrective action Issue change requests Risk monitoring and control Respond to risk triggers Create and implement workarounds Implement contingency plans Take corrective action Take action in accordance to risk management plan Update list of risks and risk response plans Issue risk management procedures Issue change requests


Scope Management

Definition All the actions and processes required to ensure that the project includes all the work and only the work required to complete the project successfully

Action required initiating a project Select a project Collect historical information Determine project objectives Determine high level deliverables and objectives Determine high level constraints and assumptions Determine business need Develop a product description Define responsibilities of the project manager Determine high level resource requirements Finalise the project charter Deal with conflicting high level goals Uncover any existing requirements, goals and assumptions from the stakeholders Determine what form the charter will take Review policies and procedures Determine what needs to be controlled Identify performance criteria to be used to measure success Write project standards if they do not exist Order of magnitude estimating for schedule and budget Obtain formal decision from stakeholders on the charter

Project Charter Purpose • Gives the project manager authority • Formally recognises the existence of the project • Provides general goals and objectives for the project Content • Project title and description • Project manager assigned and authority level • Objectives • Business case • Product description and deliverables • Signature by senior management (not by the sponsor) Things to note about project charter • Should be created by a manager who is external and higher in the corporate hierarchy, not by the

project manager and the team • Is created during initiation • Should be broad enough so it does not need to change as the project changes • Is an output of initiation


Cost Management Cost estimating Type Advantage Disadvantage Analogous Estimating

• Quick • Tasks need not be identified • Less costly to create • Gives the project manager and

idea of the level of managements expectations

• Overall project costs will be capped

• Less accurate • Estimates prepared with limited

amount of detailed information and understanding of the project

• Requires considerable expertise to do well

• Infighting at the highest management levels to gain the biggest piece of the pie without knowing what the pie is

• Extremely difficult for projects with uncertainty

Bottom-up Estimating

• More accurate • Gains buy-in from the team • Based on detailed analysis of the

project • Provides a basis for monitoring and

control

• Takes time and expense to do this form of estimating

• Tendency of teams to pad estimates

• Requires that the project be defined and understood

• Team infighting to gain the biggest piece of the pie

Parametric Estimating

• Regression analysis • Learning Curve

• Data needed • Skills needed • Understanding needed

Computerised Estimating Tools

• Commercially available packages • Cost • Training

Earned Value Analysis PV BCWS Planned Value, Budget cost of work scheduled EV BCWP Earned Value, Budget cost of work performed AC ACWP Actual Cost.Actual cost of work performed BAC Budget at completion ETC Estimate to complete VAC Variance at completion Cost Variance (CV) EV – AV Schedule Variance (SV) EV – PV Cost Performance Index (CPI) EV/AC Schedule Performance Index (SPI) EV/PV Estimate at Completion (EAC) BAC/CPI


Time Management Types of Charts Gantt

For reporting of progress Good for control Poor for planning Good for reporting to the team

Milestone

Good for reporting to management Show only major events

Flowchart

Use in quality management

Network Diagram

Show task interdependencies For planning

Network Diagrams AON Activity on Node • = PDM (Precedence Diagramming method)

• Has four relationships • Does not have dummies • Adds leads and lags

AOA Activity on Arrow • = ADM (Arrow diagramming method) • Only finish to start relationships • PERT and CPM can only be done on AON • Can have dummies

Formulas PERT 4

)4( OMP ++

Standard Deviation

6OP −

Variance 2

6

−OP


Quality Management Stages Tools Quality Planning • Benchmarking

• Cost/benefit analysis • Flowchart • Design of experiments • Cost of quality • Fishbone diagram

Quality assurance • Quality Audits

Quality control • Inspection • Pareto diagram • Fishbone diagram • Checklists • Statistical sampling • Control charts • Flowcharting • Tend analysis

Sigma Levels 1 sigma 68.26 % 2 sigma 95.46 % 3 sigma 99.73 % 6 sigma 99.99 %


Human Resources Management

Roles Role name Elements Project sponsor

Person who provides the financial resources to the project Along with customer • Formal acceptance of the product of the project • Key events, milestones, deliverable due dates • Risk threshold to be considered The sponsor does not sign the project charter !!

Senior management

Senior management has a unique role that cannot be fulfilled by anyone else. They are the only ones who can • Help organise work into appropriate projects • Provide the team with time to plan • Encourage finalization of requirements and scope by stakeholders • Determine priorities between time, cost and quality constraints • Set priorities between projects • Issue project charter • Identify main risks • Protect the project from outside influences • Help evaluate tradeoffs during crashing, fast tracking and re-estimating • Determine the reports needed by management to manage the project • Approve the final project plan during project plan development

Team Project planning: Help plan what needs to be done (WBS), create estimates for their tasks Execution: complete work packages or tasks, look for changes in the project plan. The team • Makes some project decisions • Creates work breakdown structure • Identifies constraints and assumptions • Identifies and manage stakeholders • Attends project team meetings • Creates the change control system • Identifies dependencies • Provides cost and time estimates • Determines reserves • Determines and measure corrective action • Determines the definition of quality on the project and how it will be met.


Role name Elements Stakeholders They must first be identified and their communication and information needs

identified. Stakeholders • Are distributed information during the life of the project • Have their knowledge and skills assessed • Are notified in project plan changes • Use expert knowledge, in particular in the creation of the project charter or

and in the scope statement • Involved in

o project plan development o Approving project changes o Be on the change control board o Scope verifications o Constraints identification o Risk management

• Listed in the project directory • Are considered in team development • Have presentations made to them • Receive performance reports • Have their risk tolerances identified and incorporated into risk management

processes • Become risk owners

Functional managers

Individuals who manage and own resources. Coordination between project and functional manager is essential Amount of involvement depends on the form of the organisation. They may include • Assigning specific individuals to teams and negotiating with project manager

regarding resources • Participating in the initial planning work until work packages or tasks are

assigned • Involved in go/no go decisions • Approving the final schedule in schedule development • Approving the final project plan during project plan development • Assisting in planning corrective action • Assisting with problems related to team member performance • Improving their staff utilisation • Letting the project manager know of other projects that may impact the project

Project manager

Individual responsible for managing the project. The project manager’s level of authority can vary depending on the form of organization. For PMI, this authority means that the project manger • Is assigned to the project as early as possible • Must have the authority and accountability necessary to accomplish the work • Must be able to deal with conflicting and unrealistic scope, quality, schedule,

risk and other requirements • Is the only one who can integrate the project compounds into a cohesive

whole that meets the customers needs • Is proactive • Must have the authority to say no when necessary • Is held accountable for project failure • Understands professional responsibility • Is in charge of the project, but not necessarily of the resources • Does not have to be a technical expert • Leads and directs project planning efforts • Assists the team and stakeholders during project execution • Maintains control over the project by measuring performance and taking

corrective action


Procurement Management

Requirements for a contract 1. An offer 2. Acceptance 3. Consideration – something of value, not necessarily money 4. Legal capacity – separate legal parties, competent parties 5. Legal purpose – you cannot have a contract for the sale of illegal goods

Contract Types Type Characteristics Advantage Disadvantage Cost Reimbursable

Cost Plus Fixed Fee

Cost overrun does not generate any additional fee or profit

Cost Plus Incentive Fee

Cost + Fee + an incentive Fee

Cost Plus Award Fee

Cost + bonus for performance

• Simpler scope of work

• Less work to write the scope than fixed price

• Lower cost because the seller does not need to add cost for risk

• Requires auditing sellers invoices

• More work for the buyer to manage

• Seller has moderate incentive to control cost

• Total price is unknown

Cost Plus Percentage of Cost

No incentive to control cost for the seller, illegal for US Gov. Contracts

• None for the buyer • No incentive to control cost

Time and Material Should typically used for small dollar amounts. Priced per hour or item basis.

• Quick to create • Brief contract

duration • Good for hiring

bodies

• Profit is every hour billed

• No incentive to control costs

• Appropriate only for small projects

• Requires most day to day oversight from the buyer

Fixed Price Lump sum, least cost risk

for the buyer, appropriate when the seller can completely describe the scope of work

• Less work for the buyer to manage

• Seller has strong incentive to control costs

• Buyer knows the total price at project start

• Seller may underprice the work and try to make up profits on change orders

• Seller may not complete some of the work if they begin to lose money

• More work for the buyer to write the scope of work

• More expensive than CR: Seller will need to add to the price increase risk.

Examples T&M • Need work to begin right away

• Need to buy the services of a programmer to augment staff FP • Know exactly what needs to be done

• No time or resources to audit invoices CPFF • Need for expertise in what needs to be done


Centralised or Decentralised Contracting Type Advantage Disadvantage Centralised • Increased expertise in contracting

• Standardised company practices • Clearly defined career path for

contracting staff

• Contracting expertise may be difficult to access for the project

• One contracts person may work on many projects

Decentralised • Easier to access contracting

expertise • More loyalty to the project

• No home for the contracts person after the project is completed

• Difficult to maintain high level of contracting expertise within the company

• Duplication of expertise and inefficient use of resources

• Little standardisation of contracting practices

Negotiation Tactics Attacks Personal Insults Good Buy, Bad Guy Deadline Lying Limited Authority Missing Man Fair and Reasonable Delay Extreme Demands Withdrawal Fait Accompli


Project manager activities in procurement Overall • Identify risks and incorporate mitigation and allocation of risks to the

contract • Help tailor the contract to the unique needs of the project • Fit the schedule for completion of the procurement process into the

schedule for the project • Be involved during contract negotiation • Protect the integrity of the project and the ability to get the work done • Protect the relationship with the seller

Solicitation • Answer questions of the sellers • Watch out for collusion • Watch out for sellers not asking questions in front of their competition • Ensure that all questions are put in writing and are issued to all

potential sellers • Ensure that all sellers respond to the same scope of work

Contract admin • Review cost submittals • Implement change control • Documentation • Making and handling changes • Authorise payments • Meetings • Monitor performance • Understand legal implications of actions taken • Correspondence • Records keeping • Communicate changes • Performance reviews • Scope verification • Identify risks

Closeout

• Product verification • Financial closure • Update records • Final contract performance reporting • Contract file

Outputs of contract closeout • Contract file • Procurement audit results • Formal acceptance and closure


Lessons Learned

Various Sources of Conflict : Schedules, Project Priorities, Resources, Technical option Focus should be on problem solving, ask the following questions - is this solving the problem? - is this at least contributing to solving the problem? Before moving to action, the situation needs to be understood. Before solving a problem, its root cause needs to be understood. Ishikawa diagrams are good tools to understand and identify the root cause of a problem. If in doubt if something is allowed or legal, ask for clarification (i.e. legal department) Any document that is created by someone else should be considered copyrighted. Evaluate before jumping to action. Always aim at protecting the best interest of the client. Standard question (again): does this course of action solve the problem. It is never appropriate to carry private discussions as to the status of a bid. Offer assistance but do not do the work of the other person. Other standard questions: - is it ethical? - is it a copyright violation? - does it solve the problem? - have I evaluated the situation before taking action? It is management’s responsibility to prioritise projects and provide resources. Generally, lower life cycle cost should be selected. Confronting = dealing with the problem = problem solving = preferred option

Execution PMI always advocates problem solving as the best way to resolve conflict Contract changes must be documented Communications planning should be reviewed periodically Participative approach should not be used in a hierarchical organisation Understand what caused the problem before going to managment It is the responsibility of management to prioritise projects

Human Resource Management: With no time to become accepted as an expert, formal authority is the only alternative (a memo from management or so) During execution, team members should focus on execution, not on planning Cross-disciplinary efforts require a matrix organisation

Control: • Showing management too much detail will lead to meddling. • To see if something is out of control, control charts are needed. • When a problem already has occurred, we need to find the root cause of it. • Lessons learned are not part of the change control system. • A fishbone diagram is a good tool for root cause analysis. • After a change, all documents affected by the change need to be updated. All relevant documents

are included in the project plan. • If a defect has already occurred, we are in the control phase. Reports Variance = project tasks Status = static, now Trend = past Complex problems are better solved using extensive use of written communication, so that everyone has the same information


If there is a problem with communication, the most likely source is the communications plan Quality Standards are identified before risks

Integration • Not all changes need to be approved by management • Many stakeholders could lead to a conflict with configuration • Scope definition and activity definition go well together • How to do things should be described in a plan • If you have to push the team it is a problem of team buy in, not of management support • Different expectations as to what a project is supposed to accomplish can lead to frustration and

dissatisfaction with the project

Planning Deliverables are defined before planning occurs Sponsor does not sign the project charter

Quality management Know the definitions Know what is done in which phase Memorise sigma ranges = easy points Know the function of each tool PMI definition of quality audit is different to the one we know Each tool for its phase = Quality analysis is part of quality control Gold plating is bad !

Scope management Stakeholders include the team Scope verification is done at the end of every phase Management by objectives works only if management supports it. Just writing objectives down is not enough. A work package can be done by more than one person. All stakeholders must have their say for the project scope. Otherwise the project is at risk. Major additions to a project are generally discouraged from a project management point of view, although there may be business reasons to make additions Lack of scope verification is dangerous and requires escalation

Communication Cost benefit analysis is done in the planning phase, not in the closing phase Admin closure is done at the end of every phase Contract closure is done before admin closure A project is not completed until closure and formal acceptance is received First try to find out what the situation is before reaching conclusions or going to management If the problem has a problem, find out issues and options At closure the project plan does not need to be updated Attention to the importance of non-verbal communication, which represents 55 % of total communication Meetings are best used to communicate. Project status and change authorisation can be done by other means

Cost Management Use BAC/CPI to calculate EAC Round to 3 decimals Evaluate first before telling management or customer Project manager must be in control

Time Management Know the types of diagramming methods



For upper management the choice should always be less detail than more detail Milestone charts are a good choice for management reporting Gantt Charts are good for reporting but poor for planning

Closing Procurement closeout occurs before admin closeout A procurement audit identifies successes and failure that warrant transfer to other project • PMI definition of audit has more to do with lessons learned identification than with compliance

identification In a projectised organisation at the end of a project people will be focused on finding new jobs and not on closing the project When all the work is completed, lessons learned must be done During admin closure the biggest problem is retaining resources Archiving is the last thing that is done before releasing the team

Rules of thumb • Don’t be too quick to answer, read question carefully • General attitude should be proactive • Determine impact before deciding action • Understand before you act.

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