Timv0 Following

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A standard is a formal document that describes established norms, methods, processes andpractices.First two chapters provide an introduction to key concepts in the project management field.Chapter three is the standard for project management.Chapter 4 through 1 are the guide to the project management body of knowledge.

!he "#$%& guide provides guidelines for managing invidividual projects.

!his standard is a guide rather than a methodology.

!he Project Management Institute Code of Ethics and Professional Conduct isspecific about the basic obligation of responsibility, respect, fairness and honesty.A project is a temporary endeavour undertaken to create a uni'ue product, service or result.

!he temporary nature of projects indicates a definite beginning and end.

!he end is reached when the project( objectives have been achieved or when the project isterminated because its objectives will not or cannot be met or when the need for the projectno longer e)ists.Temporary does not necessarily mean short in duration.

Temporary does not generally apply to the product, service or result created by the project*most project are undertaken to create a lasting outcome."rojects can also have social, economic and environemental impacts that far outlast the

projects themselves.+very project creates a unique product, service or result.

A project can involve a single person, a single organization or multiple organizationalunits."rojects are not ongoing efforts.

A project can create- A product that can be either a component of another item or an end item in itself.- A capability to perform a service- A result such as an outcome or document.

#anaging a project typically includes

- dentifying the re'uirements- Addressing the various needs, concerns and e)pectations of the stakeholders as the projectis planned and carried out.- $alancing the competing project constraints including, but not limited toa. /copeb. 0ualityc. /cheduled. $udgete esourcesf. isk

A portfoliorefers to a collection of projects or programs and other work that are grouped

together to facilitate effective management of that work to meet strategic businessobjectives.Portfolio managementrefers to the centrali2ed management of one or more portfolios,which includes identifying, prioriti2ing, authori2ing, managing and controlling projects,programs and other related work to achieve specific business objectives.A program is defined as a group of related projects managed in a coordinated way to obtainbenefits and control not available from managing them individually.A project may or may not be part of a program but a program will always have projects.

f the relationship between projects is only that of a shared client, seller, technology orresource, the effort should be managed as a portfolio of projects rather than as a program.


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"rojects are typically authori2ed as a result of one or more of the following strategicconsiderations1. #arket demand. /trategic opportunity 3 business need. Customer re'uest4. !echnological advance5. 6egal re'uirements

%rgani2ations manage portfolios based on their strategic plan, which may dictate a hierarchy

to the portfolio, program or projects involved.A Project management office PM!"is an organi2ational body or entity assigned variousresponsibilities related to the centrali2ed and coordinated management of those projectsunder its domain.A PM! may be delegated the authority to act as an integral stakeholder and a key decisionmaker during the beginning of each project, to make recommendations, or to terminateprojects or take other actions as re'uired to keep business objectives consistent.A primary function of a "#% is to support project managers in a variety of ways which mayinclude, but are not limited to1. #anaging shared resources across all projects administered by the "#%.. dentifying and developing project management methodology, best practices andstandards.. Coaching, mentoring, training and oversight.4. #onitoring compliance with project management standards, policies, procedures, andtemplates via project audits.5. 7eveloping and managing project policies, procedures, templates and other shareddocumentation and8. cordinating communication across projects."roject managers and "#%s pursue different objectives and, as such are driven by differentre'uirements. All of these efforts, however are aligned with the strategic needs of theorgani2ation.7ifferences between the role of a project managers and a "#% may include the following- !he project manager focuses on the specified project objectives, while the "#% manages

major program scope changes which may be seen as potential opportunities to better achievebusiness objectives.- !he project manager controls the assigned project resources to best meet project objectiveswhile the "#% optimi2es the use of shared organi2ational resources across all projects.- !he project manager manages the constraints 9scope, schedule, cost, and 'uality, etc: ofthe individual projects while the "#% manages the methodologies, standards, overall risk 3opportunity, and interdependencies among projects at the enterprise level.%perations are an organi2ational function performing the ongoing e)ecution of activities thatproduce the same product or provide a repetitive service."rojects can intersect with operations at various points during the product life cycle, such as- At each closeout phase- ;hen developing a new product, upgrading a product, or e)panding outputs,

- mprovement of operations or the product development process* or- until the divestment of the operations at the end of the product life cycle.

!perations are permanent endeavors that produce repetitive outputs, with resourcesassigned to do basically the same set of tasks according to the standards institutionali2ed in aproduct life cycle.

!he project manager is the person assigned by the performing organi2ation to achieve theproject objectives.

!he functional manager is focused on providing management oversight for an administrativearea, and operations managers are responsible for a facet of the core business.+ffective project management re'uires that the project manager possess the followingcharacteristics1. &nowledge. "erformance. "ersonal


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+nterprise environmental factors refer to both internal and e)ternal environmental factorsthat surround or influence a project( success# !rganizational culture, structure and processes# $overnmental or industry standards# Infrastructure- E%isting human resources# Personnel administration# Company &or' authorization systems

# Mar'et place conditions- /takeholder risk tolerances- "olitical climate- %rgani2ation( established communications channels- Commercial databases# Project management information systems

A project life cycleis a collection of generally se'uential and sometimes overlapping projectphases whose name and number are determined by the management and control

needs of the organi2ation or organi2ations involved in the project, the nature of the projectitself, and its area of application.!he life cycle provides the basic framework for managing the project, regardless of the specificwork involved.

Triple Constraints !ime, scope and costCost and staffing levels are low at the start, peak as the work is carried out, and drop rapidlyas the project draws to a close./takeholders influences, risk, and uncertainty are greatest at the start of the project. !hesefactors decrease over the life of the project.Ability to increase the final characteristics of the project( product, wihtout significantly impactcost, is highest at the start of the project and decreases as the project progressestowards completion.

!he cost of changes and correcting errors typically increases substantially as the projectapproaches completion.

!he product life cycle consists of generally se'uential, non-overlapping product phasesdetermined by the manufacturing and control needs of the organi2ation.

!he last product life cycle phase for a product is generally the product( retirement.

"roject life cycles occur in one or more phases of a product life cycle."roject phases are divisions within a project where e)tra control is needed to effectivelymanage the completion of a major deliverable.

"roject phases are typically completed se'uentially, but can overlap in some project situations.!he number of phases, the need for phases, and the degree of control applied depend, on thesi2e, comple)ity, and potential impact of the project.

;hen phases are se'uential, the close of a phase ends with some form of transfer or handoffof the work product produced as the phase deliverable. !his phase end represents a naturalpoint to reassess the effort underway and to change or terminate the project if necessary.

!hese points are referred to as phase e%its, milestones, phase gates, decision gates,stage gates or 'ill points.

!hree basic types of phase to phase relationships1.sequential relationship, where a phase can only start once the previous phase iscomplete. !he step by step nature of this approach reduces uncertainity, but may eliminateoptions for reducing the schedule.. overlapping relationship, where the phase starts prior to completion of the previous one.this can sometimes be applied as an e)ample of the schedule compression techni'ue called

fast tracking. %verlapping phases may increase risk and can result in rework if a subse'uentphase progresses before accurate information is available from the previous phase.. iterative relationship, where only one phase is planned at any given time and theplanning for the ne)t is carried out as work progresses on the current phase and deliverables.

!his approach is useful in largely underfined, uncertain, or rapidly changing environements


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such as research, but it can reduce the ability to provide long term planning.

!perationsare ongoing and produce repetitive products, services or results.

Projectsare temporary and end.%perations work is ongoing and sustains the organi2ation over time.

%perations work does not terminate when its current objectives are met but instead follow newdirections to support the organi2ation(s strategic plans.

%perations work supports the business environment where projects are e)ecuted.(ta'eholders are persons or organi2ations who are actively involved in the project or whoseinterests may be positively or negatively affected by the performance or completion of the

project.!he project management team must identify both internal and e)ternal stakeholders.

%verlooking negative stakeholders can result in an increased likelihood of failure.!he customer)users are the persons or organi2ations that will use the project( product orservice or result.A sponsor is the person or group that provides the financial resources, in case or in kind, forthe project.

!he sponsor serves as an escalation path.Program managers are responsible for managing related projects in a coordinated way toobtain benefits and control not available from managing them individually.A Project management office PM!" is an organi2ational body or entity assigned various

responsibility related to the centrali2ed and coordinated management of those projects underits domain. !he responsibilities of a "#% can range from providing project managementsupport functions to actually being responsible for the direct management of a project. !he"#% can be a stakeholder if it has direct or indirect responsibility for the outcome of theproject."#% can provide but is not limited to1. Administrative support services such as policies, methodologies, and templates*. !raining, mentoring, and coaching of project managers*. "roject support, guidance and training on how to manage projects and use of tools*4. esource alignment of project staff* and3or5. Centrali2ed communication among project managers, project sponsors, managers, and otherstakeholders.

Project team* project manager < project management team < other team members+unctional managers* key individuals who play a management role within an administrativeor functional area of the business, such as =, finance, accounting or procurement.!perations managers are individuals who have a management role in a core business area,such as research and development, design, manufacturing, provisioning, testing ormaintenance. >nlike functional managers, these managers deal directly with producing andmaintaining the saleable products or services of the enterprise.(ellers, also called vendors, suppliers or contractors are e)ternal companies that enter into acontractual agreement to provide components or services necessary for the project.Cultures and styles may have a strong influence on a project( ability to meet its objectives.Cultures and styles are typically known as ?cultural norms?. !he ?norms? include

a common knowledge regarding how to approach getting the work done, what means areconsidered acceptable for getting the work done, and who is influential in faciliatingthe work getting done.


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!he classical functional organization is a hierarchy where each employee has one clearsuperior. /taff members are grouped by specialty, such as production, marketing,engineering, and accounting at the top level. /pecialties may be further subdivided intofunctional organi2ations, such as mechanical and electrical engineering. +ach deptin a functional organi2ation will do its project work independent of other departments.#atri) organi2ations are a blend of funtional and projecti2ed charactersistics.

;eak matrices contain many of the characteristics of a functional organi2ation, and the projectmanager role is more of a coordinator or e)peditor than that of a true project

manager./trong matrices have many of the characteristics of the projecti2ed organi2ation, and can havefull-time project managers with considerable authority and full-time project administrativestaff.;hile the balanced matri) organi2ation recogni2es the need for a project manager, it does notprovide the project manager with the full authority over the project and project funding.

n a projecti2ed organi2ation, team members are often co-located, most of the organi2ation(sresources are involved in project work, and project managers have a great deal ofindependence and authority.#any organi2ations involve all these structures at various levels 9composite organi2ation:

"roject e)peditor acts primarily as a staff assistant and communications co-ordinator. !he

e)peditor cannot personally make or enforce decisions."roject coordinator - similar to project e)peditor e)cept coordinator has some power to makedecisions, some authority and reports to a higher level manager.!rganizational Process ssets- include any or all process related assets, from any or all ofthe organi2ations involved in the project that can be used to influence the project( success.

"rocess assets include formal and informal plans, policies, procedures and guidelines.

!he "rocess assets also include the organi2ation( knowledge bases such as lessons learned andhistorical information.Processes and Procedures1. %rgani2ational standard processes-- standards

- policies- standard product and project life cycles- 'uality policies and procedures.. standardi2ed guidelines, work instructions, proposal evaluation criteria and performancemeasurement criteria. !emplates4. @uidelines and criteria for tailoring the organi2ation( set of standard processes to satisfy thespecific needs of the project5. %rgani2ation communication re'uirements8. "roject closure guidelines or re'uirements. Financial controls proceduresB. ssue and defect management procedures defining issue and defect controls, issue and

defect identification and resolution, and action item tracking. Change control procedures1D. isk control procedures11. "rocedures for prioriti2ing, approving and issuing work authori2ations.

Corporate 'no&ledge -ase1. "rocess measurement databases. "roject files. =istorical information and lessons learned knowledge bases4. ssue and defect management databases5. Configuration management knowledge bases8. Financial databases

Project management is the application of knowledge, skills, tools and techni'ues to projectactivities to meet project re'uirements.


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A process is a set of interrelated actions and activities, performed to achieve a pre-specifiedproduct, result, or service."roject management process and product-oriented processes overlap and interact throughoutthe life of a project."roject managers and their teams should carefully address each process and its constituentinputs and outputs. !hey are also responsible for determining which processes are appropriateand the appropriate degree of rigor for each process. !his effort is known as tailoring."roject management processes are grouped into five categories known as project

management process @roups 9or "rocess @roups:!he "rocess groups are not project phases.

!he progressive detailing of the project management plan is often called ?rolling &aveplanning indicating that planning and documentation are iterative and ongoing processes.

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!he approved project charter formally initiates the project.

A project manager is identified and assigned as early as is feasible, preferably while the projectcharter is being developed and always prior to the start of planning.

"roject are authori2ed by someone e)ternal to the project such as a sponsor, "#%, or portfoliosteering committee.

!he project initiator or sponsorshould be at a level that is appropriate to funding theproject. !hey will either create the project charter or delegate that duty to the projectmanager.

!he initiatorssignature on the charter authori2es the project.

!he statement of &or' (!/" is a narrative description of products or services to bedelivered by the project.For internal projects, the project initiator or sponsor provides the statement of work based onbusiness needs, product or service re'uirements.For e)ternal projects, the statement of work can be received from the customer as part of a bid

document for e)ample, re'uest for proposal, re'uest for information, re'uestfor bid, or as part of a contract.

!he strategic plan documents the organi2ation( strategic goals. !herefore, all projects shouldbe aligned with the strategic plan.

!he -usiness case or similar document provides the necessary information from a businessstandpoint to determine whether or not the project is worth the re'uired investment.

!ypically the business need and the cost-benefit analysis are contained in the business case tojustify the project.!he -usiness case is created as a result of one or more of the following1. #arket demand. %rgani2ational need

. Customer re'uest4. !echnological advance5. 6egal re'uirement8. +cological impacts. /ocial need

A contract is an input if the project is being done for an e)ternal customer


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!he project charter documents the business needs, current understanding of the customer(sneeds, and the new product, service or result that is intended to satisfy, such as1. "roject purpose or justification. #easurable project objectives and related success criteria. =igh level re'urements4. =igh level project description5. =igh level risks,8. summary milestone schedule

. /ummary budgetB. "roject approval re'uirements. Assigned project manager, responsibility and authority level1D. Eame and authority of the sponsor or other person 9s: authori2ing the project charter.

The 0evelop Project management plan process results in a project management plan thatis progressively elaborated by updates and controlled and approved through the"erform ntegrated Change Control process.

!he Project management plan integrates and consolidates all of the subsidary managementplans and baselines from the planning processes and includes but is not limitedto1. !he life cycle selected for the project and the processes that will be applied to each phase.

. esults of the tailoring by hte project management team as follows- "roject management processes selected by the project management team.- 6evel of implementation of each selected process,- 7escriptions of the tools and techni'ues to be used for accomplishing those processes, and- =ow the selected processes will be used to manage the specific project, including thedependencies and interactions among those processes, and the essential inputs andoutputs.. =ow work will be e)ecuted to accomplish the project objectives.4. A change management plan that documents how changes will be monitored and controlled.5. A configuration management plan8. =ow integrity of the performance measurement baselines will be maintained.. Eeed and techni'ues for communication among stakeholders, andB. key management reviews for content, e)tent and timing to facilitate addressing open issuesand pending decisions.

"roject baselines include, but are not limited to1. /chedule baseline,. Cost performance baseline, and. /cope baseline

/ubsidary plans include, but are not limited to1. /cope management plan. e'uirements management plan. /chedule management plan

4. Cost management plan5. 0uality management plan8. =uman resource plan. Communications management planB. isk management plan. "rocurement management plan

%ften the scope, schedule and cost baseline will be combined into a performancemeasurement baseline that is used as an overall project baseline against which integratedperformance can be measured.

!he performance measurement baseline is used for earned value measurements.Corrective action* 7ocumented direction for e)ecuting the project work to bring e)pectedfuture performance of the project work in line with the project management plan.Preventive action* A documented direction to perform an activity that can reduce theprobability of negative conse'uences associated with project risks.


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0efect repair*!he formally documented identification of a defect in a project component witha recommendation to either repair the defect or completely replace the component.

As part of "CC process, a change control status update will indicate that some changes areapproved and some are not.pproved change requests are scheduled for implementation by the project team.

pproved changed requests are the documented, authori2ed changes to e)pand or reduceproject scope.Approved change re'uests may re'uire implementation of preventive or corrective actions.

Project management information system provides access to an1. automated tool, such as a scheduling software tool. configuration management system. information collection and distribution system4. web interfaces to other online automated systems

An approved delivera-le is any uni'ue and verifiable product, result or capability to performa service that must be produced to complete a process, phase, or project./or' performance information*1. 7eliverable status. /chedule progress. Costs incurred

Performance reports can be used to report the key information including1. Current status. /ignificant accomplishments for the period.. /cheduled activities4. Forecasts, and5. ssues

!he "erform ntegrated Change control process is conducted from project inception throughcompletion.

Changes may be re'uested by any stakeholder involved within the project.

Although change re'uests may be initiated verbally, they should always be recorded in writtenform and entered into the change management and3or configurationmanagement system.+very documented change re'uest must be either approved or rejected by some authoritywithin the project management team or an e)ternal organi2ation.%n many projects, the project manager is given authority to approve certain type of changere'uests as defined in the project( roles and responsibilities documentation.;herver re'uired, the "CC process includes a change control -oard CC1" responsible forapproving or rejecting change re'uests.f the project is being provided under a contract, then some approved changes may need to be

approved by the customer as per the contract./ome of the configuration management activities included in the integrated change controlprocess are as follows1. Configuration identification. Configuration status accounting. Configuration verification and auditA change control -oard is responsible for meeting and reviewing the change re'uests andapproving or rejecting those change re'uests.A change control system is a collection of formal documented procedures that define howproject deliverables and documentation will be controlled, changed and approved.Project o-jectives are 'uantifiable criteria to measure project performance. !hese shouldinclude cost, schedule and 'uality aspects.

nalogous estimating is also called as top down estimating


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!wo categories of project selection methods and their subsets1. $enefits measurement methods 9Comparitive approach:- #urder board 9 a panel of people who try to shoot down a new project idea:- "eer review- /coring models- +conomic models. Constrained optimi2ation methods 9#athematical approach:- 6inear programming

- integer programming- 7ynamic programming- #ulti-objective programming

Economic models for project selection- "resent value- Eet "resent alue- nternal rate of return- "ayback period- $enefit-cost ratio

Present value means the value today of future cash flows and can be found by the formula.

" G F 3 91


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organi2ational design.

e'uests for change is always a formal process and it can be direct or indirect, e)ternally orinternally initiated, and can be optional or legally3contractually mandated.A good communication management plan ensures good communication betweeen the differentproject interfaces and team members. !his is essential for project integrationmanagement.;hen a project is performed under a contract, contractual provisions will generally beconstraints.

!he aggregation of the processes, tool, techni'ues and methodologies to manage a project isreferred to as project management system.

!he most important characteristics of a project manager is being an integrator who canmanage all the different interfaces of the project. !he project manager should also be agood communicator, because a project manager usually spends more that D J of her timecommunicating with different project stakeholders.Fre'uent change re'uests to the project scope will not impact the project charter.

Corrective action, preventive action, defect repair and re'uested changes are now under thegeneral term (change re'uest(+very stakeholder has skills and knowledge that contribute to creating a project plan.

0etailed process for ma'ing changes*

1. "revent the root cause of changes. dentify change. 6ook at the impact of the change4. Create a change re'uest5. "erform integrated change controla. Assess the changeb. 6ook for optionsc. Change is approved or rejectedd. >pdate the status of the change in the change control system8. Adjust the project management plan, project documents, and baselines. #anage stakeholder( e)pectations by communicating the change to stakeholders affectedby the change

B. #anage the project to the revised project management plan and project documents

Closing activities*1. Confirm work is done to re'uirements. Complete procurement closure. @ain formal acceptance of the product4. Complete final performance reporting5. nde) and archive records8. >pdate lessons learned knowledge database. =andoff completed productB. elease resources

/C%"+

Product (cope #!he features and functions that characteri2e a product, service, or result*and3orProject (cope #!he work that needs to be accomplished to deliver a product, service, orresult with the specified features and functions.Completion of project scope is measured against the project management plan.

Completion of the product scope is measured against the product re'uirements.!he project( success is directly influenced by the care taken in capturing and managingproject and product re'uirements.An intervie& is a formal or informal approach to discover information from stakeholders bytalking to them directly.


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+ocus groups bring together pre'ualified stakeholders and subject matter e)perts to learnabout their e)pectations and attitudes about a proposed product, service, or result.4equirements &or'shops +acilitated &or'shops" are focussed sessions that bring keycross-functional stakeholders together to define product re'uirements.Facilitated workshops called6oint application 0evelopment or 0esign" 60" sessionsare used in the software development industry.n the manufacturing industry, 7uality +unction 0eployment 7+0" is an e)ample ofanother facilitated workshop techni'ue that helps determined critical characteristics for

new product development.0F7 starts by collecting customer needs, also known as 3oice of the Customer 3!C".

1rainstorming is a techni'ue used to generate and collect multiple ideas related to projectand product re'uirements.2ominal group technique!his techni'ue enhances brainstorming with a voting processused to rank the most useful ideas for further brainstorming or for prioriti2ation.The 0ephi Technique A selected group of e)perts answers 'uestionnaires and providesfeedback regarding the responses from each round of re'uirements gathering.

!he responses are only available to the facilitator to maintain anonymity.

Idea ) mind mapping deas created through individual brainstorming are consolidated into asingle map to reflect commonality and differences in understanding and generate

new ideas.ffinity 0iagram!his techni'ue allows large numbers of ideas to be sorted into groups forreview and analysis.8nanimity* +veryone agrees on a single course of action.

Majority* /upport from more than 5D J of the members of the group.

Plurality*!he largest block in a group decides even if a majority is not achieved.

0ictatorship* %ne individual takes the decision for the group.

7uestionnaires and surveys are written sets of 'uestions designed to 'uickly accumulateinformation from a wide number of respondents.!-servations provide a direct way of viewing individuals in their environment and how theyperform their jobs or tasks and carry out processes.

%bservation, also called ?jo- shado&ing, is usually done e)ternally by the observerviewing the user performing his or her job. t can also be done by a participant o-serverwho actually performs a process or procedure to e)perience how it is done to uncover hiddenre'uirements.Prototyping is a method of obtaining early feedback on re'uirements by providing a workingmodel of the e)pected product before actually build it.4equirements documentation describes how individual re'uirements meet the businessneed for the project.$efore baselining, re'uirements must be unambiguous 9measurable and testable:, traceable,complete, consistent and acceptable to key stakeholders.

!he requirements management plan documents how re'uirements will be analy2ed,documented, and managed throughout the project. !he phase-to-phase relationship,

strongly influences how re'uirements are managed.

Components of requirements management plan*1. =ow re'uirements activities will be planned, tracked and reported*. configuration management activities such as how changes to the product, service, or resultre'uirements will be initiated, how impacts will be analy2ed, how they will be traced, tracked,and reported, as well as the authori2ation levels re'uired to approve these changes*. e'uirements prioriti2ation process*4. "roduct metrics that will be used and the rationale for using them* and5. !raceability structure that is, which re'uirements attributes will be captured on thetraceability matri) and to which other project documents re'uirements will be traced.

!he requirements tracea-ility matri% is a table that links re'uirements to their origin and

traces them throughout the project life cycle.Product analysis includes techni'ues such as product breakdown, systems analysis,re'uirements analysis, systems engineering, value engineering, and value analysis.Identifying alternatives is a techni'ue used to generate different approaches to e)ecuteand perform the work of the project.


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A variety of general management techni'ues can be used such as brainstorming, lateralthinking, pair wise comparisons, etc.

!he project scope statement describes, in detail, the project( deliverables and the workre'uired to create those deliverables.

!he &or' -rea'do&n structure /1(" is a deliverable-oriented hierarchical decompositionof the work to be e)ecuted by the project team to accomplish the projectobjectives and create the re'uired deliverables, with each descending level of the ;$/representing an increasingly detailed definition of the project work.

!he planned work is contained within the lowest level ;$/ components, which are called&or' pac'ages.0ecomposition is the subdivision of project deliverables into smaller, more manageablecomponents until the work and deliverables are defined to the work package level.A control account is a management control point where scope, cost and schedule careintegrated and compared to the earned value for performance measurement.Control accounts are placed at selected management points in the ;$/.

+ach control account may include one or more work packages, but each of the work packagesmust be associated with only one control account.

!he /1( dictionary provides more detailed description of the components in the ;$/,including work packages and control accounts. nformation in the ;$/ dictionaryincludes but is not limited to

1. Code of account identifier,. 7escription of work,. esponsible organi2ation,4. 6ist of schedule milestones,5. Associated schedule activities,8. esources re'uired,. Cost estimates,B. 0uality re'uirements,. Acceptance criteria,1D. !echnical references, and11. Contract information.

3alidated delivera-les have been completed and checked for correctness by the "erform0uality Control "rocess.Inspection includes activities such as measuring, e)amining and verifying to determinewhether work and deliverables meet re'uirements and product acceptance criteria.Inspections are sometimes called reviews, audits and walkthroughs.

7eliverables that meet the acceptance criterial are formally signed off and approved by thecustomer or sponsor. !hese are now called ccepted 0elivera-les.>ncontrolled changes are often referred to as project scope screep.

3ariance nalysis* 7etermining the cause and degree of variance relative to the scopebaseline and deciding whether corrective or preventive action is re'uired.

7isagreements should always be resolved in favor of customer.!he cost of creating the ;$/ effort creation is not a factor considered as a challenge tocreate a ;$/ and is assumed as part of the project."roject scope statement is considered as the baseline for evaluating change re'uests and forguiding the project team( work through the e)ecuting process.f project is terminated earlier, the project scope verification process should establish anddocument the level and e)tent of completion.eviews conducted at the end of the project phase on key deliverables and projectperformance to determine approval for continuance into the ne)t phase and correctiveactions are often called kill points, stage gates, or phase e)its.0uality control is generally performed before scope verification, but these two processes canbe performed in parallel.7efine scope is the process of developing a detailed description of the project and product.

!his process should be followed by Create ;$/ process.alue addition, usually, is a result of implementation of change re'uests.

;hen a project is performed under a contract, contractual provisions will generally be


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constraints.

Customer satisfaction is the primary criterion for measuring the project success.

f there is a major change to the project, the project manager should try to influence thechange to minimi2e the impact on the project. >sually the project manager is advised to dothe following1. +valuate the impact of the change within the team.. =elp the customer 9or person re'uesting the change: understand the impact of the change.. f changes are in fact re'uired, then open a change control and get the re'uest approved.

%bviously, you will have to inform the management and the change control board about theimpact of the changes.4. f the change control board approves changes, then make appropriate changes in theproject plan.

n Create ;$/, decomposition of the total project work into work packages generallyinvolves... identifying and analy2ing the deliverables and related work.+)cessive decomposition can lead to non-productive management effort, inefficient use ofresources, and decreased efficiency in performing the work.alue analysis or value engineering helps determine how to complete the project at a lowerbudget without any changes to the project scope.

!#+

!he Create /1( process identifies the deliverables at the lowest level in the ;ork $reakdownstructure 9;$/:, the work package."roject work packages are typically decomposed into smaller components called activitiesthat represent the work necessary to complete the work package.Activities provide a basis for estimating, scheduling, e)ecuting and monitoring and controllingthe project work.A milestone is a significant point or event in the project.

A milestone list identifies all milestones and indicates whether the milestone is mandatory,

such as those re'uired by contract, or optional, such as those based uponhistorical information.

Activities are se'uenced using logical relationships.

!he project scope statement contains the product scope description, which includes productcharactersitics that may affect activity se'uencing, such as th ephysical layout of aplant to be constructed or subsystem interfces on a software project.

"7# is a method used in Critical "ath #ethodology 9C"#: for constructing a project schedulenetwork diagram that uses bo)es or rectangles, referred to as nodes, to representactivities, and connects them with arrows that show the logical relationships that e)istbetween them.P0Mis also called ctivity on 2ode !2"and is the method used by most project

management software packages."7# includes four types of dependencies or logical relationships1. Finish to /tart. Finish to Finish. /tart to /tart4. /tart to Finish

n "7#, finish to start is the most commonly used type of precedence relationship.

!he start to finish relationship is rarely used.

Mandatory dependencies are those that are contractually re'uired or inherent in the natureof the work.#andatory dependencies are sometimes referred to as hard logic.

!he project team determines which dependencies are discretionary.

7iscretionary dependencies are sometimes referred to as preferred logic, preferentiallogic, or soft logic.7iscretionary dependencies are established based on knowledge of best practices within a


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particular application area or some unusual aspect of the project where a specific

se'uence is desired even though there may be other acceptable se'uences.

E%ternal 0ependencies invovle a relationship between project activities and non-projectactivties. !hese dependencies are usually outside the project team( control.A 5ead allows an acceleration of the successor activity.

A lag directs a delay in the successor activity.

!he composite resource calendar includes the availability, capabilities, and skills of humanresources.

!he resource -rea'do&n structure is a hierarchical structure of the identified resources byresource category and resource type.+)ample of resource categories include labor, material, e'uipment and supplies.

4esource types can include the skill level, greade level or other information as appropriate tothe project.0uration estimates do not include any lags.

(chedule 2et&or' analysis is a techni'ue that generates the project schedule. t employsvarious analytical techni'ues, such as critical path method, critical chain method,what-if analysis and resource levelling to calculate the early and late start and finish dates forthe uncompleted portions of the project activities.

!he critical path method calculates the theoretical early start and finish dates, and late start

and finish dates, for all activities without regard for any resource limitations, byperforming a forward and backward pass analysis through the schedule network.

%n any network path, the schedule fle)ibility is measured by the positive difference betweenearly and late dates, and is termed total float.Critical paths have either a 2ero or negative total float, and schedule activities on a criticalpath are called critical activities.A critical path is normally characteri2ed by 2ero total float on the critical path.

Eetworks can have multiple near critical paths.

%nce a total float for a network path has been calculated then the free float, the amount oftime that an activity can be delayed without delaying the early start date of anyimmediate successor activity within the network path, can also be determined.

Critical chain is a schedule network analysis techni'ue that modifies the project schedule toaccount for limited resources.

!he resource-constrained critical path is known as the critical chain.

!he critical chain method adds duration -uffersthat are non-work schedule activities tomanage uncertainity.%ne buffer, placed at the end of the critical chain, is known as the project -ufferand protectsthe target finish date from slippage along the critical chain.Additional buffers, known as the feeding -uffers, are placed at each point that a chain ofdependent tasks not on the critical chain feeds into the critical chain.4esource levelling is a schedule network analysis techni'ue applied to a schedule that hasalready been analy2ed by the critical path method.

4esource levelling can be used when shared or critical re'uired resources are only availableat certain times, are only available in limited 'uantities, or to keep resourceusage at a constant level.

4esource levelling is necessary when resources have been over-allocated, such as when aresource has been assigned to two or more activities during the same time periodwhen shared or critical re'uired resources are only available at certain times or are onlyavailable in limited 'uantities.4esource levelling can often cause the original critical path to change.

/imulation involves calculating multiple project durations with different sets of activityassumptions.

!he most common techni'ue is Monte Carlo nalysis , in which a distribution of possibleactivity durations s defined for each activity and used to calculate a distribution ofpossible outcomes for the total project.

(chedule Compression shortens the project schedule without changing the project scope tomeet schedule constraint, imposed dates, or other schedule objectives.(chedule Compression techni'ues include crashing and fast tracking


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Crashing only works for activitiees where additional resources will shorten the duration.

Crashing does not always produce a viable alternative and may result in increased risk and3orcost.+ast Trac'ing* A schedule compression techni'ue in which phases or activities normallyperformed in se'uence are performed in parallel.+ast trac'ingmay result in re&or' and increased ris'. Fast tracking only works if activitiescan be overlapped to shorten the duration."roject schedule is more often presented graphically using one of the formats

1. #ilestone charts. $ar charts. "roject schedule network diagrams

$ar charts are easy to ready and fre'uently used in management presentations.

For control and management communication, the broader, more comprehensive summaryactivity, sometimes referred to as a hammoc' activity, is used between milestonesor across multiple interdependent work packages, and is displayed in bar chart reports.

"roject schedule network diagrams can be presented in the actiivty-on-node diagram format orpresented in a time scaled schedule network diagram format that is sometimescalled a logic -ar chart.

!he schedule baseline is part of the project management plan./chedule data for the project schedule includes1. schedule milestones. schedule activities. activity attributes4. documentation of all identified assumptions and constraints

C%/!

!he cost management plan establish the following1. 6evel of accuracy - rounding off the data to a prescribed precision 9I 1DD, I 1DDD:depending on the scope of the activities and magnitude of the project. >nits of measure eg staff hours, staff days, weeks or lump sum. %rgani2ational procedure links - control account4. Control thresholds5. ules of performance measurement8. eporting formats - formats and fre'uency for various cost reports.. "rocess descriptions - descriptions for each of the three cost management processes aredocumented.!he ;$/ Component used for the project cost accounting is called the control account 9CA:.

+ach control account is assigned a uni'ue code or account number 9s: that that links

directly to the performing organi2ation(s accounting system.

ariance thresholds for monitoring cost performance may be specified to indicate the agreed-

upon amount of variation to be allowed before some action needs to be taken.!hresholds are typically e)pressed as percentage deviations from the baseline plan.

A Cost estimate is a 'uantitative assessment of the likely costs for resources re'uired tocomplete the activity.ndirect costs are those costs that cannot be directly traced to a specific project and thereforewill be accumulated and allocated e'uitably over multiple projects by some

approved and documented accounting procedure.

%ne of the most common constraints for many projects is a limited project budget.

nalogous cost estimatinguses historical information and e)pert judgement.nalogous cost estimatingis generally less costly and time consuming than othertechni'ues, but it is also generally less accurate.

Parametric estimatinguses a satistical relationship between historical data and othervariables 9eg s'uare footage in construction: to calculate an estimate for activity

parameters, such as cost, budget and duration.Prametric estimatingcan produce higher levels of accuracy depending upon thesophistication and underlying data built into the model.


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1ottom#up estimatingis a method of estimating a component of work. !he detailed cost isthen summari2ed or ?rolled up? to higher levels for subse'uent reporting and

tracking purposes.Program evaluation and revie& technique PE4T"uses three estimates to define anappro)imate range for an activity( cost1. #ost likely. "essimistic. %ptimistic

Ce G 9Co


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work packages or activities is estimated with the highest level of specified detail.

Pay-ac' period* Eumber of years re'uired for an organi2ation to recapture an initialinvestment.7iscount rate is not taken into account in calculations for payback period./elect a project with lower payback period.

!he to#complete performance inde%is the calculated projection of cost performance thatmust be achieved on the remaining work to meet a specified management goal, such as the$AC or the +AC.Control thresholds ariance thresholds for monitoring cost performance may be specifiedto indicate an agreed-upon amount of variation to be allowed before some action needs to betaken. !hresholds are typically e)pressed as percentage deviations from the baseline plan.

ough order of magnitude < or - 5D J

$udget estimate -1D J to


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by /chewart and modified by 7eming.4. #anagement esponsibility

7uality Policy sets the intended direction of a performing organi2ation with regard to 'uality.

Cost#1enefit analysis!he primary benefits of meeting 'uality re'uirements can include less

rework, higher productivity, lower costs, and increased stakeholder satisfaction.Control charts are used to determine whether or not a process is stable or has predictableperformance.>pper and lower specification limits are based on re'uirements of the contract. !hey reflectthe minimum and ma)imum values allowed.>pper and lower control limits are set by the project manager and appropriate stakeholders toreflect the points at which corrective action will be taken to prevent e)ceeding specificationlimits. For repetitive processes, the control limits are generally < or - sigma.A process is considered out of control when a data point e)ceeds a control limit or if sevenconsecutive points are above or below the mean.Control charts can be used to monitor various types of output variables.

1enchmar'inginvolves comparing actual or planned project practices to those of comparableprojects to identify best practices, generate ideas for improvement and provide a basis formeasuring performance. !hese other projects can be within the performing organi2ation oroutside of it and can be within the same or in another application area.0esign of e%periments 0!E" is a statistical method for identifying which factors mayinfluence specific variables of a product or process under development or in production.(tatistical sampling involves choosing part of a population of interest for inspection.

Aflo&chart is a graphical representation of a process showing the relationships amongprocess steps.ffinity diagramsare used to visually identify logical groupings based on nautralrelationships.+orce field analysisare diagrams of the forces for and against change.

2ominal group techniquesallow ideas to be brainstormed in small groups and thenreviewed by a larger group.Matri% diagrams, include two, three or four groups of information and show relationshipsbetween factors, causes and objectives.Prioritization matricesprovide a way of ranking a diverse set of problems and3orissues9usually generated through brainstorming: by their importance.

!he 7uality management plan describes how the project management team will implementthe performing organi2ation( 'uality policy.7uality management plan*1. 0uality control. 'uality assurance

. Continuous process improvement approaches for the project.

7uality metric is a project or product attribute and how the 'uality control process willmeasure it.Chec'list is a structured tool, usually component-specific, used to verify that a set of re'uiredsteps has been performed.7uality chec'lists are used in 0uality control process.

Process improvement plan*1. "rocess boundaries. "rocess configuration - a graphical definition of processes with interfaces identified, used tofacilitate analysis.

. "rocess metrics4. !argets for improved performance

A 7uality audit is a structured, independent review to determine whether project activitiescomply with organi2ational and project policies, processes and procedures.Process analysis follows the steps outlined in the process improvement plan to identify


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needed improvements.

Prevention - keeping errors out of the process

Inspection # &eeping errors out of the hands of the customer.

ttri-ute sampling # the results either conforms or does not conform

3aria-le sampling - the result is rated on a continuous scale that measures the degree ofconformity.Tolerances # specified range of acceptable results

Control limits # thresholds, which can indicate whether the process is out of control.Ishi'a&a: seven -asic tools of quality*1. Cause and effect diagrams. Control charts. Flow charting4. =istogram5. "areto Chart8. un chart. /catter diagram

Cause and effect diagrams also called shikawa diagrams or fishbone diagrams illustrate

how various factors might be linked to potential problems or effects.Cause and effect diagrams are also used in risk analysis.

+lo&charting is also used in risk analysis.

A histogram is a vertical bar chart showing how often a particular variable state occurred.

Pareto chart also referred to as a Pareto diagramis a specific type of histogram, ordered byfre'uency of occurrence. ank ordering is used to focus corrective action.;

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