PMP

Mindset

Continuously identify and anaylse stakeholders, not just at the beginning of the project
Engage stakeholders regularly via varied channels
Use emotional intelligence to assess and respond to stakeholder needs. When issues occur with one person, address them with that person only
Document all impacted individuals as stakeholders, even if their involvement is indirect. If someone is impacted positively or negatively, they are a stakeholder
Don’t dismiss customer requests prematurely. Evaluate each one carefully. Don’t do nothing when someone has asked for anything
1. Traditional: Follow the plan and do not allow changes without an approved change request. Whenever you can, follow the plan. Any changes to the PM plan must follow a detail change management plan. Never implement a change without assessing it first.
2. Agile: Change is welcomed and managed through backlog prioritisation and sprint planning rather than formal change control processes. Only the product owner can add to the product backlog
Test
1. Traditional: Any stakeholder requesting changes to the project management plan must submit a change request
2. Agile: handles changes through direct collaboration with the product owner who prioritises requests in the product backlog without formal change request documentation
Traditional: all change requests must be reviewed and assessed. Scope changes should be assessed for their impact across all knowledge areas.
1. Traditional: Never act without a plan. Planning is done once for the entire project.
2. Agile: Embraces iterative planning where plans are created just-in-time for each sprint. Planning is done just before each sprint in the sprint planning meeting.
Consult the project team before making decisions; they often have practical insights and expertise. Don’t act alone!
Choose actions that best serve project objectives and deliver the highest value to stakeholders
Understand the root of a conflict before resolving it. Don’t attempt to resolve a conflict without understanding the main cause
When an issue happens, enter it into the issue log. Check the risk register for responses to issues
When confused, refer to a subject matter expert (SME), lessons learned register from past projects, organisational process assets (OPAs)
Always investigate and consult before acting, especially when the question asks what the PM should do first or next. Never choose to fix an issue without analysing that issue first.
Show progress through tangible outputs such as MVPs or prototypes
Resolve issues at your level. Don’t ask your sponsor or senior stakeholders for help solving problems on your project. They hired you for that. Escalate only for approvals or authority limits.
Be a servant leader. Empower and support your team through listening, positive coaching, and encouragement. Be a central figure, not a dictator. Allow the team to resolve problems. Coach, don’t command.
As PM, act as an integrator, not just a functional lead.
The project team is best suited to break down work.
The team should determine activity timing
Understand team motivations to inspire performance
Maintain strong ethical values
Create a safe environment for disagreements; conflict can be constructive
Protect your team’s focus by avoiding task overload
Use peer learning for skill development
The “be nice” principle
1. Don’t fire anyone
2. Don’t make anyone work overtime
3. Don’t put anyone down in front of others
4. If it is one person causing an issue, don’t do anything until you speak to that person privately
The product owner documents and prioritises features. Only the product owner prioritises the backlog. Train them if needed, but don’t do it yourself.
Use co-location to enhance collaboration. Face-to-face communication with whiteboards is most effective. Provide wall space for agile teams. Use information radiators like burndown charts. Use Kanban to limit work-in-progress. Agile emphasises iterations, visual workflows, and ongoing stakeholder input.
Roll out methodology changes gradually using pilots or phased implementation. E.g: Traditional -> Agile
Agile required ongoing customer feedback and continuous validation
Define quality requirements early and check them often. Agile teams define quality through “Definition of Done”.
1. Traditional: Customers should validate deliverables for scope and quality
2. Agile: Customers check the quality and scope at the sprint review meeting and with the MVP
Use inclusive tools like whiteboards rather than complex software when possible. Low-tech/High-touch.
1. Traditional: Use bottom-up estimating for more accurate results
2. Agile: Agile methodologies use relative estimation techniques like story points and planning poker, focusing on team velocity and capacity rather than detailed task-level estimates
Identify and document risks early and thoroughly. Risk is identified continuously.
Document responses for both threats and opportunities. The risk register stores both negative and positive risk and their responses. The risk management plan doesn’t have risk, it’s how to manage risk.
Use mutually beneficial contracts in procurement
Update the lessons learned register throughout the project. Lesson learned is stored in the lesson learned register created when the project is executed in the process “manage project knowledge”.
All project should be formally closed, whether completed successfully or terminated early, ensuring all bills are paid and resources are released.
Repeat and reinforce the project vision to the team
Clarify what success and failure look like on the project
In agile, use retrospectives to review and improve methods
Implement feedback loops. Apply lessons from one task to the next
Avoid cost and time overruns. If you must choose, fix budget issues before schedule. Agile manages constraints through timeboxed sprints with fixed duration and team capacity, adjusting scope within each iteration rather than extending time or budget.
Focus on the critical path when assessing schedule impacts. Agile manages schedule through sprint commitment and velocity tracking, focusing on completing the highest priority items within each iteration rather than critical path analysis.
Watch for answer choices with absolute terms like “Always” or “All”; they’re often incorrect
Never do nothing!
The perfect answer isn’t always listed. You must choose from the choices available.
Sometimes there is no “correct” answer. Choose the best of the 4 answers. It’s not about selecting the correct one, it’s about selecting the best of the 4.

Exam notes

Tiaexams.com: pmp exam simulator

230 minutes total not including breaks, about 75 seconds per question (spend less on easy, more on hard). Hard ones, mark for review and move on.

3 sets of 60
230 minutes
Questions 1-60 (75 minutes)
10 minute break

155 minutes
Questions 61-120 (75 minutes)
10 minute break

80 minutes
Questions 121-180 (75 minutes)

People: 42%
Process: 50% (49 processes)
Business environment: 8%

Waterfall / predictive / traditional: same thing

PM Terms notes

Project: a temporary endeavor that produces a unique product (new model of mobile phone), service (accounting company offering new type of book keeping service to client), or result (test a particular theory: does this drug cure this disease? Does this method of massaging your shoulder fix this shoulder problem?).
Temporary in nature and has a definite beginning and ending.
Can be part of a large program or portfolio (producing a deliverable for a larger program).
Unique, temporary, progressively elaborated (as time progresses, details become more accurate. At first might think house project is 1mil, after a week and research, it might be 2 mil).

Project Management: Application of knowledge, skills, tools, and techniques to satisfy project requirements:

Preparing a business case to justify the investment (what it costs, what it will return – money, brand recognition, customer service, new or improve/change product or service)
Estimating resources and times (how long to paint the room? much paint or painters are needed?)
Developing and implementing a management plan for the project (how we are going to develop a scope. Manage a scope? Create a budget? How are we going to keep the project on budget? How are we going to develop a schedule? How are we going to keep the project on schedule? Management plans are these how-to documents, how to do these before-mentioned things)
Leading and motivating the project delivery team (one of the biggest things. Project management could actually be called people management).
Managing the risks (things that could affect the project), issues (things that did affect the issues), and changes on the project (people always ask for changes – can you make it faster / cheaper / add this / remove this?)
Monitoring progress against plan
Closing the project in a controlled fashion when appropriate (by definition, a project has an end date. Archive project records, release project team, conduct final lessons learned, write a particular report on how the project went, transfer whatever it is you made on that project to operations or whoever you made it for).

Program Management: Group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Must be some value in managing them together as a program. Focuses on the project interdependencies and helps to determine the optimal approach for managing them. E.g. building a bridge: building and putting the columns into the water etc. So big, it would benefit from being split into projects and giving each project a project manager. Program is basically a really large project that is broken down into smaller ones to make it easier to manage. You manage a group of project managers who manager their projects, instead of having to think of everything all at once.

Project Management Office: Organisational structure that standarises the processes and facilitates the sharing of resources, methodologies, tools, and techniques. Stops Project mangement being decentralised and everyone doing it their own way and not sharing knowledge. You want a PMO.
Supportive: supports the project manager, such as providing templates, training, or lessons learned from other projects. (PMO standing back ,what do you need to be successful? PM is controlling the project)
Controlling: determines the framework or methodology and use of specific forms. (for that project, you need to use agile on it).
Directive: Controls the project. PM will be assigned and report to the PMO. (most controlling. PMO controls the project entirely, taking all the decisions on it).

Portfolio management: A portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic (long term, 3-5 years) objectives. Portfolio manager sits at highest level of the organisation, often works directly with the CEO.

Operations management: opposite to a project. No start or end date. Ongoing production of goods and/or services. Considers the acquisition, development, and utilisation of resouces that firms need to deliver the goods and services.

Projects: projects enable change. Samsung S24, S25, each time the product chan
ges, which is done through projects. Otherwise, no new models and the company would go out of business.
Projects can be a vehicle for change in an organisation from current state to desired state. E.g. to go from 10mil to 15 mil, something has to …change. What project can they implement in the organisation to allow this? New product? Revamp or improve current product.

Phase: (these are made up by the project manager) a collection of logically related project activities that culminates in the completion of one or more deliverables
Deliverable: any unique and verifiable product, service or result. May be tangible or intangible. Must be accepted by the customer or sponsor for the phase.

Project lifecycle: a representtion of the phases that a project typically goes thorough from start to finish. Can be either predictive or adaptive:

Plan driven (predictive / traditional)
Change driven (iterative, incrementam, adaptive)
Hybrid

Project Governance: Unique to the organisation, can be different depending on the organisation. Framework within which project decisions are made. Allows you to make good decisions on which projects to initiate, which ones to not, which to speed up, which to slow down, which to terminate. 3 pillars: Structure (activities or processes within the business to manage the project), People (to manage the project), Information (no decision can be made accurately without the right information).

Stakeholders: individuals, group, or organisation that may affect, be affected, or perceive to be affected by the project. Sometimes postitively impacted, sometimes negatively (eg lose their job due to new software)
Key stakeholders:

Project manager: manages the project
Customer: uses the project deliverable (most important stakeholder)
Project Team: the collection of individuals completing the project work
Project Sponsor: Provides resources and support
Functional Manager – Departmental Manager ie manager of engineering, VP of marketing, IT director. Generally controls resources – can be your worst enemy as they control access to resources you may need. E.g. technicians to go and upgrade all machines. PMs and functional managers have most conflicts over scheduling issues.

Project Manager Role:

Initiator: someone who takes the first step or proposes an idea or action.
Negotiator: someone who engages in discussions or formal negotiations to reach mutually agreeable solutions or outcomes
Listener: someone who pays attention to others’ ideas, thoughts, or concerns during conversations or discussions
Coach: someone who guides and supports individuals or teams in achieving their goals, improving performance, and enhancing their skills
Working member: someone who actively participates as a member of a team or group
Facilitator: someone who manages group processes, discussions, meetings, to ensure effective communication, collaboration, and decision-making.

Milestone: a significant event or achievement in a project that marks a key point or completion of a major deliverable.
Task duration: the amount of time it takes to complete a specific task or activity within a project.
A task with zero duration on a project timeline is generally a milestone. E.g. permit approval. It took a lot of work to do the submission, but the approval you don’t work on, it is just an accomplishment. Passing the PMP: a milestone (zero duration).

Project Bosses:

sponsor (internal or external, project champion, funding the project, making decisions).
Program manager (senior to project manager, maybe responsible for several projects executed at the same time, maybe use to resolve conflicts in the project)

Product vs Project Management: project management is a part of product management. Product managers work closely with project managers to translate the product strategy and roadmap into actionable project plans. Project managers oversee the execution of those plans, ensuring that the product is developed, tested, and delivered according to the defined specifications.

Product management encompasses the strategic planning, development, and lifecycle management of a product or service. It involves understanding market needs, defining product strategy, gathering requirements, and overseeing the product’s development, launch, and ongoing optimisation. Product managers are responsible for the overall success of the product, aligning it with business objectives and customer demands.

Project management focuses on the successful execution and delivery of specific projects within a defined scope, timeline, and budget. Project managers are responsible for planning, coordinating, and managing the activities required to achieve project goals. They ensure the project is completed on time, within budget, and according to the specified quality standards.

Areas of a project: scope (work to be done). Schedule (time to get the work done). Cost (budget of the work). Quality (customer satisfaction of work). Resources (managing the people and material resources). Communications (all stakeholders get the correct information at the right time). Risk (identifying and responding to risk over the lifecycle of the project). Procurements (acquiring resources from outside the project team). Stakeholders’ engagement (keeping all stakeholders active and alert on the project).

Everything that is successful in life, relationships, projects, comes down to two things. communications and stakeholder engagement.

Project management approaches: predictive and adaptive. The one you use is dependent on how the scope (the work that needs to be done) will be defined. If you know the scope really well at the beginning, best to do predictive. E.g. building 50 story building. Design done. Then plan to build that design. Otherwise adaptive (agile) where scope changes from beginning to end. E.g. new social media site to compete with facebook. You don’t know at the start fully what it will look like. Start with proof of concept, then adapt and add things or take things away.

Predictive (traditional, waterfall): follows a linear and sequential process.

Detailed planning and documentation upfront, with a focus on predicting and defining the project scope, objectives, timeline, and deliverables.
Extensive upfront planning
Sequential execution
Emphasis on control and documentation
Limited flexibility, limited changes with a well defined change control process

Adaptive (agile, iterative): focuses on flexibility, collaboration, and iterative development.

Embraces change throughout the project and emphasises continuous feedback and improvement
Iterative and incremental development
Customer collaboration
Emphasis on adaptability
Self organising teams
Agile methodologies like Scrum or Kanban

Organisational Structures: determines the power of a PM in the business.

Functional: structure that groups staff members according to expertise (sales, marketing, construction etc). Functional structures require the project team members to report directly to the functional manager. PM has low power. Is a resource for a functional manager. PM role and staff are part time (as they have functional roles as well)
Matrix: weak (PM less powerful, more functional), balanced, strong (PM powerful, less functional). Reflective of the project manager’s authority in relation to the functional manager’s authority. PM has middle power.
Project oriented organisations (projectised): structure where the PM has the greatest amount of authority. The project team is assigned to the project on a full-time basis. When the project is complete, the project team members moves on to other asisgnments within the organisation. PM has lots of power. PM and staff are full time.
Hybrid: blended type.

Risk, issues, assumptions, contraints: These you’ll talk about every day, so know the terms well.
Risk: potential events or situations that may occur in the future and have an impact on the project’s success. Negative or positive (opportunity like permit arriving early). Risk register is a list of all the risks on a project. E.g. bad weather. Then if there is bad weather, it becomes an issue. Risks can become issues.
Issues: refer to problems or challenges that arise during the course of a project. They are typically negative events or cicumstances that can hinder progress or impact project objectives. Issues kept in a issue log. List of all your issues.
Assumptions: statements or beliefs that are considered to be true or valid for the purpose of planning and decision making. E.g. no holes in the wall so when we paint there is nothing to fill, or all computers in room are running Windows 11. When you make an assumption you have to document it – in an assumption log.
Contraints: limitations or restrictions that affect project planning and execution.

Project constaints: 6 things that can limit you in a project: scope (what you have to get done, so don’t go outside the scope by doing more), schedule, cost, risk, quality, resources. Customer satisfaction is affected if constraints are exceeded.

Emotional intelligence: a good project manager is able to manage people (they don’t do the work, they organise and coordinate people). Emotional Intelliegence (EQ) is the ability to recognise, understand, and manage emotions in oneself and in others. It involves being aware of one’s own emotions, effectively handling them, empathising with others, and using emotions to guide thinking and behaviour. In project management, EQ plays a significant role. If someone comes to you with a problem, even if you think it isn’t a problem, you should understand why they feel like that, and then have empathy to understand and feel the pain with them.

Conflict management. If someone is coming in at a 9, you come in at a 3 and bring them down to a 3, where you can have a conversation with them.

Leadership vs Management:
Management: about efficiency, about utilising the resources to ensure they follow all the processes in an efficient manner. Focuses on tasks, processes and operations to ensure efficient execution. Involves planning, organising, coordinating, and controlling resources. Managers have formal authority and responsibility within the organisation. They maintain stability, control, and order, ensuring established processes and procedures are followed. Focus on coordinating and directing tasks, resources, and processes to achieve predetermined objectives. Ensure that work is completed efficiently. Often focuses on immediate goals and operational efficiency. Aims to maintain stability, implementing processes and procedures that minimise risks. Focus on achieving efficiency and optimising resources.

Leadership: Focuses on inspiring and influencing others. Involves setting diretion, motivating and empowering individuals. Inspire and influence others. Encourage collaboration, trust, and empowerment.

PM Principles notes

Principles serves as foundational guidelines for strategy, decision making, and problem solving. Principles for project management provide guidance for the behaviour of people involved in projects.

Principles can, but do not necessarily reflect morals. A code of ethics is related to morals. PMI is based on 4 values: responsibility, respect, fairness, honesty.

12 principles of project management:

Be a diligent, respectful, and caring steward
Create a collaborative project team environment: Project teams will be affected by Team agreements (a set of behavioural parameters), organisational structures (project teams use, tailor, and implement structures within the team itself that help), processes (project teams define processes that enable completion of tasks and work work assignments).
Transparency on roles and responsibilities can improve team cultures.
Authority: the order of having the right, within a given context, to make relevant decisions, establish or improve procedures, apply project resources, expend funds, or give approvals.
Accountability: being answerable for an outcome. Accountability is not shared
Responsibility: being obligated to do or fulfill something. Responsibility can be shared.
Effectively engage with stakeholders – engage proactively. Stakeholders impact projects, performance, and outcomes. Define how, when, how often, and under what situations stakeholders want to be and should be engaged.
Focus on value – continually evaluate and adjust project alignment to business objectives and intended benefits and value. Value, from the perspective of the customer or end user, is the ultimate indicator of project success. A focus on outcomes (value provided) allows project teams to support the intended benefits that lead to value, not just making a deliverable per requirement. A business case contains supporting and interrelated elements: business need, project justification, business strategy.
Recognise, evaluate, and respond to system interactions: Systems thinking. A project is a system of intedependent and interacting domains of activity.
Demonstrate leadership behaviours. It is important to remember that more conflict and misunderstanding can emerge when too many participants attempt to employ project influence in multiple, misaligned directions
- Focusing a project team around agreed goals
- Articulating a motivating vision for the project
- Generating concensus on the best way forward
- Overcoming obstacles to project progress
- Negotiating and resolving conflict (great leaders are amazing at solving problems and resolving human conflicts)
- Adapting communication style and messaging to stakeholders
- Coaching and mentoring fellow project team members
- Having self-awareness of one’s own bias and behaviours
- Managing and adapting to change during the project
Tailor based on context: each project is unique. Use “just enough” process to accomplish the desired outcome while maximising value, managing cost, enhancing speed. Tailoring the method is iterative and therefore a continuous process throughout the project (eg can start trad and go agile. Or start one type of agile and change to another).
Build quality into processes and deliverables: meeting acceptance criteria for deliverables and satisfying stakeholders’ expectations and fulfilling project and product requirements.
Navigate complexity. Complexity is the outcome of human behaviour, system interactions, uncertainty, and ambiguity. Complexity can arise at any point during the project. Constantly evaluate and navigate project complexity so that approached and plans enable the project team to successfully navigate the entire project.
Optimise risk responses: A risk is an uncertain event or condition that, if it occurs, can have a positive or negative effect on one or more objectives. Positive (opportunities) negative (threats). Maximise positive risks and decrease exporsure to negative risks. Risk responses should be appropriate for the significance of the risk, cost effective, realistic within the project context, agreed to by relevant stakeholders and owned by a responsible person. An organisation’s risk attitude, appetite, and threshold influence how risk is addressed.
Embrace adaptability ad resiliency: adaptability: respond to changing conditions. Resiliency: absorb impacts and recover quickly from setback or failure. A focus on outcomes rather than outputs facilitates adaptability. Short feedback loops to adapt quickly. Regular inspection and adaption. Open and transparent planning that engages stakeholders. Small scale prototypes and experiments.
Enable change to achieve the envisioned future state: prepare those impacted for the acceptance to go from the current state to the intended future state created by the project output. Structured approach will help. Attempting too much change in a short time can lead to change fatigue and/or resistance. Not all stakeholders embrace change so can be challenging, stakeholder engagement and motivational approached can assist in change adoption.

PM Domains notes

Project Performance domains: Activities that you’re going to do during the project to ensure the project is delivered effectively.

Stakeholder Performance Domain: if stakeholders turn against you on a project, your project is done. Productive working relationship with stakeholders throughout the project. Stakeholder agreement with project objectives. Stakeholders who are project beneficiaries are supportive and satisfied while stakeholders who may oppose the project or its deliverables do not negatively impact project outcomes. Defining and sharing a clear vision at the start of the project can enable good relationships and alignment throughout the project.
Identify (who they are – do this not just at start but throughout the project – eg stakeholder changed jobs and new one there now)
> Understand (their needs)
> Analyse (what they want out of it)
> Prioritise (what is it they are looking for. Focus on stakeholders with the most power and interest is one way to prioritise engagement)
> Engage (throughout the project. Introduce the project, elicit their requirements, manage expectations, resolve issues, negotiate, prioritise, problem solve, make decisions)
> Monitor (their requirements are being fulfilled)
Stakeholder agreement with project objectives: A significant number of changes or modifications thoroughout the project may indicate stakeholders are not engaged or aligned with the project objectives.

Team Performance Domain: We want shared ownsership. Project management team: the PM plus assistants involved in the actual project management. Leadership: Centralised: accountability is assigned to one individual. Distributed: shared amount project management team and project team members.
Servant leadership is based on the understanding and addressing the needs and development of project team members. Develop project team by asking:

Are project team member growing as individuals? (for a team to grow as a whole, they must first grow individually)
Are project team members becoming healthier, wiser, freer, and more autonomous?
Are project team members more likely to become servant leaders

Servant leaders: obstacle removal, diversion shield, encouragement and development opportunities.
High performance teams: open communication, shared understanding, shared ownership, trust, collaboration, adaptability, resilience (someone is sick in team, can team recover?), empowerment, recognition.
Leadership skills: establishing and maintaining a vision, critical thinking, motivation, interpersonal skills (EQ – being self aware), decision making, conflict management.

Development Approach and Life Cycle Performance Domain: Deals with activities and functions associated with the development approach (predictive, agile, hybrid), cadence (how quickly we get things out – 1 deliverable in 1 shot, in pieces over time?) and life cycle phases of the project. Need a project life cycle that connects the delivery of business and stakeholder value from the beginning to the end of the project.
To determine development approach: degree of innovation (highly innovative should be agile as need multiple iterations), requirements certainty (certain > traditional, uncertainty > agile), ease of change, safety requirements / regulations (trad if lots). The best approach is the one that produces the deliverable and makes your stakeholders happy. For the same project, both a trad and agile could work and produce the same result.

Planning performance domain: Make sure you have done adequate planining. The purpose of planning is to proactively develop an approach to create the project deliverables. When planning, things to consider:

Delivery: what is the scope being delivered by the project?
Estimating: scope, schedule, budget of resources both people and physical
Schedules: models used to determine when work has to be done
Budget: how much work will cost

Work performance domain: establishing the processes and performing the work. Lessons learned happen when you start the work and are actually doing the work. Are we learning, and are we transferring that learning to other parts of the project and other projects in the business? Review the processes, “are we doing the right process? Can we make our processes better?” Working on procurements can involve hiring and managing vendors throughout the project. This includes managing bids and contracts. Monitoring new work and changes.

Delivery performance domain: about meeting requirements, scope, and quality expectations to produce the expected deliverable. Quality requirements can be reflected in the completion criteria, definition of done, statement of work, or requirements documentation. PM must follow the cost of quality (prevention, appraisal, internal failure, external failure) and the cost of change.

Measurement performance domain: Involves measuring project performance and implementing appropriate responses to keep the project on track. This domain evaluates the amount to which the work done in the Delivery Performance Domain is meeting the metrics identified int he Planning Performance Domain.
For a reliable understanding of the status of the project, actionable data to enable decision making, timely and appropriate actions to keep the project on track, achieving targets and generating business value.
KPIs: leading indicators predict changes or trends. Lagging indicators measure project deliverables or events. They provide information after the fact.
SMART (Specific Measurable Achievable Realistic Timely)
Hawthorne effect: measuring how many hamburgers you make. So people adapt to meet the metric and you might have undercooked hamburgers.

Uncertainty performance domain: every project will go off plan. Hopefully you can bring it back. Projects happen in environments with varying degrees of uncertainty. Uncertainty is a state of not knowing or unpredictablity. Uncertainty presents threats and opportunities that project teams explore, assess and decide how to handle.
Volatility exists in an environment that is subject to rapid and unpredictable change.

Traditional /Predictive PM notes

Traditional (waterfall) project management is better when the customer needs are well defined, standards to follow are clear, and changes are not expected.
Project manager is in control of the project at all times. Planning is done upfront. Objective is to complete the set scope in as little time as possible and reduce cost.

Process groups – (apply to each phase of a project, so 3 phases, you’ll do these 49 processes 3 times)

Initiating (2 processes) (getting the project authorised – define a project or phase of an existing project and assign the PM)
- Develop Project charter
  - Identify stakeholders
Planning (24 processes) (putting together the entire project management plan – establish the scope of the project, define the course of action required to attain the objectives)
- Develop Project Management Plan
  - Plan Scope Management
  - Collect Requirements
  - Define Scope
  - Create WBS
  - Plan Schedule Management
  - Define Activities
  - Sequence Activities
  - Estimate Activity Durations
  - Develop Schedule
  - Plan Cost Management
  - Estimate Costs
  - Determine Budget
  - Plan Quality Management
  - Plan Resource Management
  - Estimate Activity Resources
  - Plan Communications Management
  - Plan Risk Management
  - Identify Risks
  - Perform Qualitative Risk Analysis
  - Perform Quantitative Risk Analysis
  - Plan Risk Responses
  - Plan Procurement Management
  - Plan Stakeholder Engagement
Executing (10 processes) (the actual work)
- Direct and Manage Project Work
  - Manage Project Knowledge
  - Manage Quality
  - Acquire Resources
  - Develop Team
  - Manage Team
  - Manage Communications
  - Implement Risk Responses
  - Conduct Procurements
  - Manage Stakeholder Engagement
Monitoring & Controlling (11 processes) (make sure the work is getting done according to the plan – looks for any areas in which changes to the plan are required and initiate the corresponding changes)
- Monitor and Control Project Work
  - Perform Integrated Change Control
  - Validate Scope
  - Control Scope
  - Control Schedule
  - Control Costs
  - Control Quality
  - Control Resources
  - Monitor Communications
  - Monitor Risks
  - Control Procurements
  - Monitor Stakeholder Engagement
Closing (1 processes) (formerly bring the project to a complete close)
- Close Project or Phase

ITTOs: Inputs, Tools, Techniques, and Outputs.
Inputs: toothpaste, toothbrush, water, mouthwash, floss (PM template)
Tools and techniques: putting the toothpaste, brushing teeth technique, flossing technique, using the mouthwash the right way (create plan – call up expert Peter (tool like software, technique like calling up expert to come and help you))
Outputs: clean teeth, no cavities (the project management plan)

Enterprise Environmental Factors (EEF) (culture): One of the most common inputs across the 49 processes.
Every single company will have their own “unique” methods, ways, laws, cultures, that they do business. The way you get a project charter approved in one business is going to be different to another. Rules and regulations can be different too.
EEF are things that impact the project but are not part of the project itself. Influence the organisation, the project, and its outcome (can be positive or negative influence).

Internal: Company’s organisational structure and governance, organisational culture, organisation’s and stakeholder’s appetite for risk, organisation’s established communication channels, IT sofware, geographic distribution of facility and resources, infrastructure, resource availability, employee capability

External: Political climate, government or industry standards, commercial databases, legal restrictions, financial considerations

Organisation process assets (OPA) (templates (things that are provided to you by the business to help progress your projects)): Inputs. Assets such as information, policies, procedures, documents, knowledge bases to help achieve objectives. Kept in some central repository so they can be used whenever required. Project team members update and add to the OPAs throughout the project. Eg project templates, software tool, historical information, project closure guidelines, risk control procedures, change control procedures, issue and defect management procedures.

Project documents: Any documents that are related to the project. Project documents are additional documents that are created and used throughout the 49 processes that are not part of the project management plan. (the project management plan, when it is created is never changed again. If it needs to be changed for whatever reason, it needs a change request).

Project management plan (and where made)

1. Scope management plan (plan scope management)
2. Requirements management plan (plan scope management)
3. Schedule mangement plan (plan schedule management)
4. Cost mangement plan (plan cost management)
5. Quality mangement plan (plan quality management)
6. Resource mangement plan (plan resource management)
7. Communications mangement plan (plan communications management)
8. Risk mangement plan (plan risk management)
9. Procurement mangement plan (plan procurement management)
10. Stakeholder mangement plan (plan stakeholder management)
11. Change mangement plan (develop project management plan )
12. Configuration mangement plan (develop project management plan )
13. Scope baseline (create WBS)
14. Schedule baseline (develop schedule)
15. Cost baseline (determine budget)
16. Performance measurement baseline (develop project management plan )
17. Project life cycle description (develop project management plan )
18. Development approach (develop project management plan )

Project documents (and where created)

1. Activity attributes (schedule management)
2. Activity list (schedule management)
3. Assumption log (integration management)
4. Basis of estimates (cost management)
5. Change log (integration management)
6. Cost estimates (cost management)
7. Cost forecasts (cost management)
8. Duration estimates (schedule management)
9. Issue log (integration management)
10. Lessons learned register (integration management)
11. Milestone list (schedule management)
12. Physical resource assignments (resource management)
13. Project calendars (schedule management)
14. Project communications (communications management)
15. Project schedule (schedule management)
16. Project schedule network diagram (schedule management)
17. Project scope statement (scope management)
18. Project team assignments (resource management)
19. Quality control measurements (quality management)
20. Quality metrics (quality management)
21. Quality report (quality management)
22. Requirements documentation (scope management)
23. Requirements traceability matrix (scope management)
24. Resource breakdown structure (resource management)
25. Resource calendars (resource management)
26. Resource requirements (resource management)
27. Risk register (risk management)
28. Risk report (risk management)
29. Schedule data (schedule management)
30. Schedule forecasts (schedule management)
31. Stakeholder register (stakeholde rmanagement)
32. Team charter (resource management)
33. Test and evaluation documents (quality management)

Project management plan: (how you plan to do it, what you want to do in the first place, how much you are going to spend, how long, and all the methods of getting the work done. All stored in a pretty big document called the project management plan). Defines how the project is executed, monitored and controlled, and closed. 18 components, 14 plans, 4 baselines.

Expert judgement: (ask someone for help). One of the most common tools in the planning process. Includes hiring an expert or subject matter expert (SME) to help you to plan a process or conduct a process. People with specialised knowledge or training in a particular process, industry or technology. E.g. a painter would know better than me how long it will take to paint a 100sq foot room.

Data gathering, analysis, representation, and decision making:

Data gathering: as you go through the project you’ll gather information on what’s going on in the project in the current state of the project and previous. On certain processes you will need to gather additional data before coming up with an output for that process.

Brainstorming: (session by group of stakeholders, generally facilitated by the project manager)
Interview:s (one of the best methods when you want information from a particular stakeholder – ask a series of questions and talk with them about their thoughts and views)
Focus group: bring together a group of subject matter experts to understand their perspectives and how they would go about solving problems
Checklist: created by the organisation and given to potential stakeholders for them to identify items they may want or not want on a project, and some success criteria they may have.
Questionnaires and surveys: to stakeholders to better understand what they may be looking for on a project and to better understand their needs.

Data analysis: any trend or variances forming in the data? Compared against the plan

Alternative analysis: looking at different options or ways to accomplish something
Root cause analysis (RCA): identify the main underlining reason for particular event
Variance analysis: used quite often to find the exact differences between different things. Last week you were supposed to spend $200 but you spent $220. The variance is $20.
Trend analysis: looking at data over a period of time to see if a trend is forming.

Data representation: represent the data in charts and graphs…

Flowcharts, fishbone diagrams, histograms

Decision making: … to be able to make decisions based on that data.

Voting
Multicriteria decision analysis: make a table (matrix) that lists diferent types of criteria, and then evaluate an idea based on those criteria
Autocratic decision making: one person makes a decision for the entire team

Interpersonal and Team Skills:

Active listening: understanding, acknowledging, and clarifying what others are saying to you.
Conflict management: anytime you bring a team together, bound to have conflicts on that team. Descalate the conflict, find the root cause of the conflict, solve the conflict, for the benefit of the project.
Facilitation: Facilitation is the art of managing a group. This can include bringing the group together, generating ideas, solving problems, and dissipating the team.
Meeting management: Having an agenda, inviting the right stakeholders, setting a time limit, and following up with meeting minutes and action items.

Meetings:

Have an agenda and distribute it to all attendees before the meeting
Time meetings including start and finish times for topics
Make sure the meeting always stays on topic and doesn’t go off topic
Ensure that all attendees have input to the topics
Distribute detailed meeting minutes once the meeting is complete

Project Management Information System (PMIS):

The automated system that is used to help the project manager optimise the schedule or keep track of all the documents and deliverables.
Should include all the software and hardware tools needed to manage the project from start to finish.
Includes the work autorisation system and the configuration management system.
e.g. Microsoft Project for scheduling and budgeting, Word for all documents, Outlook and WebX for most communications

Change Request: one of the most common outputs.

Proposal to change a document, deliverable, or baseline
Can include a request to add or remove work from the scope, finish the project faster, or complete the project more cheaply
Implements
- Corrective action: something that’s taken to ensure the project gets back on track
- Preventive action: something put in place to ensure the project stays on track
- Defect repair is done to fix a broken component on a project, such as if network switch memory fails on a network upgrade project

Work Performance Data, Info and report: common outputs from executing and monitoring and control

Will get data like, how much have they done so far? How much have they spent? When did they start? Finish? It is data on work that they did. You then take this and compare vs plan.
Work performance data is the raw information.
Work Performance Information is what you get from comparing data with the plan
Work performance report: the overall status of the project (report is combination of the data and information)

Updates: very common output

Can include project documents, the project management plan, OPA, EEF updates

Processes to manage a traditional / predictive project

Initiating: Develop Project Charter:
The process of developing a document to formally authorise a project or phase. Outlines the project objectives (what will the project do). Defines the authority of the project manager (Bob will be leading this project). Provides the project manager with the authority to put the resources together to project activities (you can’t spend resources without approval). The approved project charter formally initiates the project.

Inputs: business documents, agreements, enterprise environmental factors, organisational process assets
Tools and Techniques: expert judgement, data gathering, interpersonal and team skills, meetings
Outputs: project charter, assumption log

Unique:

business documents: contain specific information as to why a project should be initiated. There are two main documents:
- Business case: necessary information that determines whether or not a project is worth the investment required: market demand, customer request, organisational need, legal requirement.
- Project benefits management plan: describes the main benefits that the project will produce (outputs) once it is completed and how to measure the benefits. The project benefit could be the product, service, or result. It may be created by doing a cost-benefit analysis of the project
Agreements (contract): service level agreements (SLA), letters of intent, contract between internal and external customer, work required to be performed for payment. E.g. as a contractor, getting a contract initiates the project.
Project charter: formally authorises the existence of the project and it assigns the project maanger and their authority level. Signed by the organisation senior management. High level requirements and risks (paint the room, but not specifiying colour. Develop accounting application, but won’t say what module or particular features it will have). Preliminary project budget and schedule (1 year and 1 million dollars). Project purpose or justification. When we are in planning phase, that is when we refine our estimates.
Assumption log: A list of things that you perveice to be true (assumptions) and things that might constrain the project. (e.g. project includes upgrading all the machines to run Windows 11. Assumption is that all the machines have the necessary specs to run it so nothing in the budget for upgrading the machines (if you go and check them all, it is no longer an assumption, it is a fact).

Initiating: Identify stakeholders:
Identify stakeholders regularly. Analyse and record relevant information regarding their interests and involvement. It enables the project team to identify the appropriate focus for engagement of each stakeholder or group of stakeholders. E.g. one stakeholder hates text messages, prefers face to face meetings. You should know that to communicate appropriately.

Inputs: project charter, business documents, project management plan, project documents, agreements, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, data analysis, data representation, meetings
Outputs: stakeholder register, change requests, project management plan updates, project documents updates

Unique:

Data analysis:
Stakeholder analysis:
- Analyses who your stakeholders are and how they feel about the project
- What would be the stakeholder’s role such as a team member, sponsor, or functional manager etc
- How would the project affect them, either in a positive or negative way?
- Would they be active stakeholders such as team members who work on the deliverable, or passive, such as customers who watcht he project work get done?
- What is their power authority, such as sponsors who will be paying for the project
Data representation
- Stakeholder mapping/representation (method to categorise stakeholders)
  - Power/Interest grid, power/influence grid, or impact/influence grid
  - Stakeholder cube
    - A three dimensional methodology to support the mapping of a stakeholder’s interest, power, and influience
    - Salience model:
    - Power: level of authority
    - Urgency: immediate attention
    - Legitimacy: how appropriate is their involvement
  - Directions of Influence:
    - Upward: senior management
    - Downward: team members
    - Outward: vendors, government, public, end-users
    - Sideward: peers such as other project managers
  - Prioritisation
Stakeholder register
- (Excel sheet) Should contain contact info, role on the project (sponsor, functional manager etc), communication requirements, expectations of the project, how are they affected by the project, power influence level of the project
- Change requests
- Project management plan updates (requirements management plan, communications management plan, risk management plan, stakeholder engagement plan)
- Project Documents Updates
  - Assumption log
  - Issue log
  - Risk register

Develop Project Management Plan:
To develop the plan, I need to do all the 23 processes underneath it (all those in the planning phase).
Process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan. A comprehensive document that outlines the basis of all project work and how the work will be performed. Either summary or detailed (more detailed, more likely you are to be successful on your project). Contains baselines(cost baseline is your budget, schedule baseline is how long the project will take, scope baseline is what work will be done etc) and plans (how to accomplish that).

Inputs: project charter, outputs from other processes, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, interpersonal and team skills, meetings
Outputs: project management plan

Unique:

Project Management Plan:
- Outlines how the project is executed, monitored and controlled, and closed
- 4 baselines: scope, schedule, cost, performance measurement
- 14 subsidiary plans
- Approved by either the project manager, sponsor, functional manager, program manager, or in rare instances senior management
- Provides guidance on project execution
- Formal written piece of communication
- Only changed when a change request is generated and approved by the change control board or sponsor

The baseline is how long it will take, what gets built etc. The plan is HOW you are going to build it, how within budget, scope etc.

Plan Scope Management:
Process of creating a scope management plan that documents how the project and product scope will be defined, validated, and controlled. Guidance and direction on how scope will be managed throughout the project.

Product scope: features and functions that characterise a product, service, or result.
Project scope: the work that is needed to be accomplished to deliver a product, service, or result with specified features and functions
Prevent gold plating (extra work not in the scope)
Prevent scope creep (adding unauthorised work to the scope)

Inputs: project charter, project management plan, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data analysis, meetings
Outputs: scope management plan, requirements management plan

Unique:

Scope Management Plan:
- How the scope will be defined, developed, monitored, controlled and verified
  - Process for preparing & maintaining scope statement, WBS
  - How change requests to the scope statement will be processes
Requirement Management Plan:
- How requirements will be analysed, documented and managed
- Traceability structure to reflect which requirements need to be captured on the traceability matrix

Collect Requirements:
Process of determining, documenting, and managing stakeholder needs and requirements to meet objectives. Process plays a significant role in the success of the overall project since project schedule, budget, risk factors, quality specifications, and resource planning are closely linked to the requirements.

Inputs: project charter, project management plan, project documents, business documents, agreements, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, data analysis, decision making, data representation, interpersonal and team skills, context diagram, prototypes
Outputs: requirements documentation, requirements tracability matrix

Unique:

Data Gathering:
- Benchmarking (projects that deal with performance, a benchmark is normally performance you have to meet. E.g. login time through fingerprint reader. If industry standard benchmark is 0.5s, then at a minimum, you have to make the phone half a second.) Better to beat the benchmark but at a minimum, should meet it.
Data Analysis
- Analysing documents, agreements, policies, proposals, or business plans
Data Representation:
- Idea / Mind Mapping – discover new considerations and conception variations
- Affinity diagram – large ideas that are grouped and sorted together for further review and analysis
Interpersonal and Team skills
- Observations / conversations – job shadowing, viewing personalities in their environment and work place. Recording how jobs, chores and tasks are executed.
Context Diagrams
- Used to visually show how a business process, other systems, and people interact
Prototypes
- A working model of a product that stakeholder can interact with and provide feedback how they might want to change it to better meet their requirements. This gives the stakeholders a great view and feel of what the final product will be when the project is finished.
Requirements documentation
- How individual requirements are to be performed and why each requirement is important to the project – good to do this in Excel. May include:
  - Stakeholder and business requirements
  - Acceptance criteria
  - Quality requirements (ultimate test is customer satisfaction. eg fast performance as phone being slow will frustate customer)
  - Project objectives
  - Organisational impacts
  - Legal or ethical compliance
  - Requirements assumptions and constraints
Requirements tracability matrix
- Once a requirement is created, a table is created that will link the requirement back to its source. This is used to help manage changes to the project scope.
- The table is created to track, but not limited to (do this in Excel):
  - Who is the original stakeholder that provided the requirement
  - Why was the requirement added
  - Description of the requirement
  - Current status of the requirement, completed, in progress, delayed, cancelled, etc

Define Scope:
If you were just going to do one thing in your plan, it is this. Develop a detailed description of the project and product. A detailed project scope statement is cirtical to project success and builds upon the major deliverables, assumptions, and constraints that are documented during project initiation.

Inputs: project charter, project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data analysis, decision making, interpersonal and team skills, product analysis
Outputs: project scope statement, project documents update

Unique:

Product analysis:
- (e.g. installing a phone system with a whole bunch of requirements, call forwarding groups etc. Does my product (the phone system software that needs to be installed) meet the requirements?) Detailed understanding of the project’s product, service, or result, with the commitment to improve the team’s focus, it’s knowledge base, the correct interpretation of requirements. Tools used: product breakdown, system analysis, system requirements
Project scope statement (if you’re lazy and you have only 1 document, it is just 1 page, then this has to be it):
- Describes in detail the project deliverables, and the work required to produce those deliverables. The greater the detail level of the scope, the better understanding the team has on how to reach the end state of the project successfully. The less detail the scope statement hasn the greater project risk, as well as offeringthe possibility of greater scope creep. Include: product description, goals of the project, identified risks, project/product acceptance criteria, project contraints/exclusions.

Create Work Breakdown Structure (WBS):
1.0 Phone system Upgrade. Underneath, 1.1 Collect requirements 1.2 Select Phone System 1.3 Install system etc. Underneath 1.1.1 List all stakeholders. 1.1.2 Interview Stakeholders 1.1.3 Create Requirements documentation. 1.2.1 Research available systems 1.2.2 Demo systems 1.2.3 Purchase system, 1.3.1 Phone System Upgrade, etc
A structured breakdown of work. Breakdown the deliverables from the scope statement into smaller, more manageable components.
Top level: project name. Second level: control account (high level work). Third level: work package (work that needs to get done)

Inputs: project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Decomposition, Expert judgment (best thing you can do is use a lot of expert help, team members, someone who knows the company really well, etc)
Outputs: scope baseline, project documents update

Unique:

Decomposition: the basic work package should be able to estimate its basic time, cost and effort
Scope baseline (3 components):
project scope statement,
WBS:
- if not in WBS, not part of the project (remember WBS is a breakdown of the scope)
- Defines responsibilities of the team
- Communication tool
- Each node has a unique identifying number. Deliverable-oriented ranked decomposition of the work to be executed by the project team.
- WBS dictionary:
  - Details the contents of the WBS. Provides detailed info on each node of the WBS. Captures additional qualities about each work package in a separate document. Should include team member assigned to it, time estimate, cost estimate, account information, work package ID, quality requirements, contract information, scheduled milestone, plus detail overall of the task at hand.
Project documents updates: assumption log, requirements documentation

Plan Schedule Management:
Establish the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Provides guidance on how the project schedule will be managed throughout the project.

Unique:

Schedule management plan: how the project shceule will be planned, developed, managed, executed, and controlled throughout the phase or project. May establish: levels of accuracy, rules of performance measurement, reporting formats, release and iteration length, project schedule model development

Define activities:
Work package: 1.3.2 Configure network components. Activities: Configure routers. Configure switches, Configure firewalls Configure access points, Configure IDs
Process of identifying and documenting the specific actions to be performed to produce the project deliverables. Decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

Inputs: project management planenterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, decomposition, rolling wave planning, meetings
Outputs: activity list, activity attributes, milestone list, change requests, project management plan updates

Unique:

decomposition: breakdown work packages
Rolling wave planning (plan in waves, as a wave comes in, plan it):
- progressive elaboration. Near term work packages are able to be defined in a much greater detail. Long term work packages may not be able to be defined in any detail, a placeholder may be created for a later date
- As the project moves along to completion, long term place holders will be removed and then allowed to be decomposed into work packages as more details become available. This planning must always be revisited throughout the life cycle of the project when long term work pages can not be clearly defined.
Activity list:
- Complete list of all scheduled activities that are required to be performed on the project. Should include a sufficient work description as well as an activity identifier. Schedule focued, not WBS focused. Each activity should map back to one and only one work package (work packages may contain many acitivities).
Activity attributes: any additional information required to execute the activity list (point of contact, location of work being performed). Used for scheduling development
Milestone list: e.g. project starts, permit approved, break the ground, first storey built. key dates of the projects. Mandatory, optional, contractual, percentage complete

Sequence activities:
Put activities from define activities in order. Process of identifying and documenting relationships amoung project activities. Defines the logical sequence of work to obtain the greatest efficiency given all project constraints. Can be done using project management software, manually, or automated techniques

Inputs: project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: precedence diagramming method, dependency determination and integration, leads and lags, project management information system
Outputs: project schedule network diagrams, project documents updates

Unique:

precedence diagramming method (PDM):
- Makes a network diagram. Work packages relationships to each other. A -> B -> C -> D. In each box is an activity
- Relationships:
  - Finish to start (most commonly used): start of the successor’s work package depends upon the completion of its predecessor work package
  - Finish to finsh: completion of the successor work package depends on the completion of the predecessor work package
  - Start to start: start of the successor work package depends on the start of its predecessor work package
  - Start to finish (not really used): completion of the successor work package depends on start of its predecessor work package
dependency determination and integration
- Mandatory dependencies (hard logic) – tangible limitations of work packages that are tied together. One work package MUST be completed prior to subsequent work package beginning. E.g foundation of house erected prior to the house being built
- Discretionary dependencies (soft logic) – work packages that are tied together, but do not have physical limitations. Work packages may work in unison or tandem. E.g. painting the walls of a room & laying carpet at the same time.
- External dependencies
  - Work package relationship between project and non-project activities. e.g. The home improvement store stocking the paint prior to you buying it, waiting for governament agency to give you a permit
- Internal dependencies
  - Project activities are within control of the team e.g. How to test computer software after you installed it
leads and lags
- A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity e.g. windows may be schduled to be installed in the house up to 3 weeks prior to the siding being installed. Lead time can decrease the schedule
- A lag directs the delay in the successor work package or activity e.g. the windows can not be scheduled to be installed in the house until the exertnal walls have been installed. E.g. Paint room, put furniture back. Add a one day lag for the paint to dry first.
project schedule network diagrams
- System wide drawings which shows the etnire project work packages / activities from start to finish. It show logical relationships as well.

Estimate activity durations:
Estimate the number of work periods (minutes, hours, days, week, months, you decide) needed to complete individual acitivities with the estimated resourcees. Should be calculated by the individual most familiar with the nature of work in the specific activity. Uses information from the scope of work, required resource types or skill levels, estimated resource quantities, and resource calendars.

Inputs: project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, analogous estimating, parametric estimating, three-point estimating, bottom-up estimating, data analysis, decision making, meetings
Outputs: duration estimates, basis of estimates, project documents updates

Unique:

Analogous estimating (top-down estimating): relies on historical information to predict estimates (time, budget, difficulty) for current projects. Often used when there is limited amount of information available. Cost less in time and money to use but gives the least accuracy.
parametric estimating: uses a statistical relationship between historical data and other variables (e.g. square footage in construction, lines of code in software development) to calculate an estimate for activity parameters such as scope, cost, budget and duration. E.g. 200 sq foot, 2 minutes to paint a sq foot, how long to paint the room?
three-point estimating: calculates an expected duration using a weighed averate of 3 estimates optimistic, pessimistic, most likely:
- PERT Formula: (O+P+4M)/6
- Standard deviation: (P-O)/6 (the plus or minus. E.g. if PERT was estimate 5, and standard deviation is 1.7, estimate is 5 + or – 1.7 days.
- Triangle distribution: (O+R+P) / 3
bottom-up estimating: work has to be very detailed for this type of estimation to take place. Takes a very long time to complete but highly accurate. You break down the work to the lwoest levels and then aggregate the work back up to find an overall duration.
Data analysis: reserve analysis: often called slack time, or continguency reserve, time reserves, buffer. May be a percentage or a set determined time allowance. Usually added because of risk factors. E.g. programmer says it will take 5 days. Then you report it will take 7 days.
Duration estimates: the likely number of work periods required to complete an activity or a work package. It does not have any leads or lags assigned to it. It is just a number, eg painting room 6 will take at least 36 man hours to a maximum of 42 man hours.
Basis of estimations: how the estimates were developed and their ranges. Can also include all assumptions and contraints made to create the estimate.

Develop schedule:
Analyse activity sequences, durations, resource requirements, and schedule contraints to create a schedule model for project execution and monitoring and control. Generates a schedule model with planned dates for completing project activities.

Inputs: project management plan, project documents, agreements, enterprise environmental factors, organisational process assets
Tools and Techniques: Schedule network analysis, critical path method, resource optimisation, data analysis, schedule compression, project management information system, agile release planning
Outputs: schedule baseline, project schedule, schedule data, project calendars, change requests, project management plan updates, project documents updates

Unique:

Schedule network analysis: employs several different techniques (critical path, critical chain, what-if analysis, resource optimisation techniques) to determine the length of the schedule. It is used to calculate the early start and early finish dates, late start and late finish dates.
Resource optimisation techniques: a method to flatten the schedule when resources are over-allocated or allocated unevenly. Resource levelling can be applied in diferent methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities. (e.g. andrew on two things at the same time. Resource levelling would mean one at a time so Andrew is not overextended, but this will push out the schedule)
Critical path: calculate the early start (ES) early finish (EF) late start (LS) and late finish (LF) dates without accounting for any resource limitations. Used to help determine Lags, Leads, activity relationship, schedule contraints.
Critical chain method: a method of planning and managing projects that puts more emphasis on the resources required to execute project tasks developed
Data analysis: what if scenarios (Monte Carlo simulations) – what if Bob is on holiday, etc.
Schedule compression:
- Crashing (adding resources to a project activtiy, adds cost and can add risk)
- Fast tracking (activities performed in parallel, may not add cost but may increase risk due to project rework)
Agile release planning: the schedule is broken up into smaller iterations verses a traditional project where the schedule is for the entire product release. Smaller increments allows the customers an opportunity to give feedback on the product with a quicker turnaround. The iteration plan is a plan that will be used to create a single iteration for part of the product. Release plan is a set of iterations that will help to create a product that would be given to the customers for feedback
Project schedule: project start and end date. Each activity start & end date. May be a high level document or as detailed as having each activity’s resources assigned to it. Most often shown as a graphical presentation (Project network diagrams, bar charts (activities represented by horizontal bars on a horizontal axis that represents the calendar), milestone chart (list of only key dates in the project. Very high level detail of the status of the project)).
Schedule baseline: original schedule baseline with any approved changes to the schedule (just the original start and end dates of the project and any approved changes)
Schedule data: templates that the team used to calculate durations, assumptions, constraints, or resource requirements. (someone comes to you and asks why the schedule is so long? This tells you that through how the schedule was calculated)
Project calendars: identifies project shifts and work days

Critical path method:
Critical path (CP) is longest path (ABCE = 11). This project will take 11 days to complete. Activities on the critical path have no float (or slack, or total float, same thing). If you delay any of these activties, the whole project (end date) is delayed. Float or slack is the amount of time you can delay an activity without delaying the whole project.
ABDE has a slack of 1 day (because ABDE = 10).

Early Start Early Finish Late Start Late Finish

Float = LS-ES or LF – EF

e.g. we’ll start between 10 (ES) and 10:15 (LS), so float is 15 minutes.

Forward and backward pass:

Total float / slack: the amount of time you can delay an activity without delaying the entire project. So above, only D has float.

Free float: the amount of time you can delay an activity without delaying the next activity

Free float: ES of next activity – EF of current activity – 1

Plan cost management:
Define how the project costs will be estimated, budgeted, managed, monitored, and controlled. Provides guidance and direction on how the project costs will be managed throughout the project.

Value engineering: aka value analysis is finding a less costly way of doing work (how to achieve a goal the less costly way)
Cost types:
- Fixed: stay the same throughout the life of a project, eg bulldozer
- Variable: vary on a project, eg fuel for bulldozer, hourly labour
- Direct: expenses billed directly to the project, eg materials used to construct building
- Indirect: costs that are shared & allocated amoung several or all projects eg manager’s salary
- Sunk: costs that have been invested or expended upon the project. Like split milk.
A great project manager is able to deliver great work at a great price

Unique:

Cost management plan:
- How costs will be planned, structured and controlled
- Units of measure
- Level of accuracy
- Reporting formats
- Control thresholds (E.g. 10% over is OK? 20%?)

Estimate cost:
Assign cost to each individual activity.
Developing an approximation of resources needed to complete project work. Usually expressed in currency. Accuracy of a project estimate will increase as the project progresses through the project life cycle. Costs are estimated for all resources that will be charged to the project including but not limited to labour, materials, equipment, services, and facilities, as well as special categories such as an inflation allowance, cost of financing, or contingency costs.

Estimations:
- Definitive estimates: -5% to +10%
- Budget estimates: -10% to +25%
- Rough order of magnitude estimates: -25% to +75%

Inputs: project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, analogous estimating, parametric estimating, bottom-up estimating, three-point estimating, data analysis, project management information system, decision making
Outputs: cost estimates, basis of estimates, project documents updates

Unique:

Analogous estimating: Top down, pasted projects, not very detailed.
Parametric estimating: statistical relationships between historical data and variables (8 hour work period, lay 50 cubic feet of concrete)
Bottom-up estimating: separate estimate for each activity and aggregated up to summary nodes on WBS. Greatest level of specified detail, highly accurate, labour intensive.
Data analysis:
- Reserve analysis (money set aside for risk) – eg painter says $1000 so you set aside $1100
- Cost of quality:
  - Failure: internal caused (may need to rework, scrap), external caused (warranty work, loss of business), leads to rework and increasing spend rate
  - Success: training, proper equipment, inspections
Cost estimates: costs associated with each activity (labour, materials, equipment, facilities, services, etc)
Basis of estimates: range of possible estimates, confidence level of estimates, how estimates were developed and by whom

Determine Budget:
Process of aggregating the estimated costs of individual activities or work packages to establish an authorised cost baseline. It determines the cost baseline against which project performance can be monitored and controlled.

Inputs: project management plan, project documents, business documents, agreements, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, cost aggregation, data analysis, historical information review, funding limit reconciliation, financing
Outputs: cost baseline, project funding requirements, project documents updates

Unique:

Cost aggregation: details on what each schedule activity is scheduled to cost. These will be rolled up to each parent work package to determine total cost and budgetary requirements
Data analysis: reserve analysis, posssible contingency reserves for the project (designed for possible risk obstacles to the baselines):
- Continguency reserves: the PM determines, manages, and controls the contingency reserves, which will address the cost impact of the remaining or known unknown risks.
- Management reserves: the management determines the funds to cover unknown unknown risks to the project.
Historical information review: parameteric or analogous estimates based off historical projects. Best used when projects are very similar in nature.
Funding limit reconciliation: projects current run rate vs what was planned over the life cycle of the project. Sections of the project may need to be reschduled due to budget limitations
Financing: acquiring money for the project from an external source
Cost baseline:
- includes the cost of all activities, that are aggregated to work packages. The work packages and the contingency reserves are aggregated into control account. The sum of all control account is the cost baseline.
- Typically displayed in an S-Curve graph
- The cost baseline represents the project cost, which includes the contingency reserves. The project budget is the cost baseline + management reserves.

Project funding requirements: what gets funded when and by how much. Is there a trigger point, milestone point etc.

Plan Quality Management:
The standard of something as measured against other things of a similar kind; the degree of excellence of something. Identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards. Guidance and direction on how quality will be managed and verified throughout the project. Identifies what the quality specifications are for this project and how these specifications will be met.

Quality is more prevention driven. To prevent defects. The more prevention costs, the less inspection and defects.

Inputs: project charter, project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, data analysis, decision making, data representation, test and inspection planning, meetings
Outputs: Quality Management Plan, Quality Metrics, Project Management Plan Updates, Project Documents Updates

Unique:

Data Analysis:
- Cost Benefit Analysis: do the activities, work packages performed cost more than the expected results. The benefits must outweigh their costs
- Cost of Quaility (COQ): All costs incurred over the life of the product ensuring it meets quality of the product. Conformance, prevention costs, appraisal costs. Non-conformance, internal and external failure costs.
Test and Inspection Planning: PM and team determine how to test or inspect the project output to ensure it meets the stakeholders needs and expectations.
Data representation:
- Logical data model: a visual representation of the data and you can then use it to identify the best methods to sort and organise it
- Matrix diagram: the relationship between two or more groups within the project
- Mind mapping: visually organise data
- Flowcharts: a graphical representation of the process and any room for improvements
Quality Management Plan: quality standards that will be used by the project. Quality control and management activities for the project. Quality tools that will be used. How to continually improve our processes.
Quality Metrics: Specificiations on how quality will be measured during the control quality process. Such as, error per line of code.

Plan Resources Management:
Describing how to estimate, acquire, manage, and use team and physical resources. Team resources are the people working onthe project to build the deliverables. Physical resources such as supplies, materials, services, facilities, and equipment will be measured, acquired, managed and used in the project.

Inputs: project charter, project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data representation, organisational theory, meetings
Outputs: Resource Management Plan, Team Charter, Project Documents Updates

Unique:

Data Representation: Organisation charts and positions descriptions. 3 types:
- Hierarchical: graphic, top-down format (similar to the WBS)
- Matrix-Based Chart: Responsibility Assignment Matrix (RAM). RACI Charts – Responsible (does the work), Accountable (who to blame), Consulted (get help from), Informed (needs to know). Tasks on the left. Person (Project Manager, Team member, sponsor, customer) along the top. Each task only allowed on accountable (A). But other roles (responsible etc) there can be multiple per task.
- Text-Oriented Format: Detailed description of roles, qualifications, responsibilities, etc.
Resource Management Plan: Part of the project management plan and is used to manage both physical and team resources. It will guide the remaining five resource management processes. Contains the roles and responsibilities, the organidation chart, and the project team resource management. Normally start of project has less team members, this ramps up in the middle and goes back down again towards the end.
Team Charter: Document that outlines what will be acceptable behaviour within the project. Should include things like the general rules of conduct for meetings, decision making and one-on-one conversations. Should let the team come up with the acceptable rules.

Estimate Activity Resources:
Where you look at each individual activity and determine what and how many resources are needed to accomplish that activity. Resources are not just people, but also include equipment, machines, and different types of supplies needed to finish the activity.

Inputs: project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, Bottom-up Estimating, Analogous Estimating, Parametric Estimating, Data Analysis, Project Management Information System, Meetings
Outputs: Resource Requirements, Basis of Estimates, Resource Breakdown Structure, Project Documents Updates

Unique:

Bottom-up Estimating: Break down the activities in more detail until you can assign the resources. You can then aggregate them back up to the full activity
Analogous Estimating: Also know as top-down estimation. Analogous estimation relies on historical information to assign the current duration to the activities. It is based on a limited amount of information.
Parametric Estimating: Use a math algorithm to calculate cost or duration
Resource Requirements: will document the number and types of resources needed to complete each activity. This should be very detailed.
Resource Breakdown Structure: Hierarchical breakdown of resources by their categories and types.
Basis of Estimates: How the estimates were created

Plan Communication Management:
Developing an appropriate approach and plan for project communications activities. Based on the information needs of the project stakeholders. Documented approach to effectively and efficiently engage stakeholders.

Inputs: project charter, project management plan, project documents (stakeholder register, to know who you are communicating to), enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, Communication Requirements Analysis, Communication Technology, Communication Models, Communication Methods, Interpersonal and Team Skills, data representation, meetings
Outputs: Communications Management Plan, Project Management Plan Updates, Project Documents Update

Unique:

Communication Requirements Analysis:
Analysing the communications needs of the stakeholders.
Lack of communication leads to failure.
Communications channels:
Channels = n(n-1)/2
- N = number of people on the project
- 4 team members = 6 lines of communication (4(4 – 1)/2)
Communication Technology: Method of communication. Technology, email, phone, fax, web page, in-person. Level of urgency. Ease of use. Sensitivity and confidentiality of the information.
Communication Methods: Informal written (email), formal written (contracts, project documents, legal notices), informal verbal (phone calls, random discussions), formal verbal (presentations, speeches), push: email blast, pull: download information, interactive: joint discussions
Communication Models:
- Sender: person or group sending the message to the receiver
- Encoder: device or technology that encodes the message to travel over the medium
- Decoder: inverse of the encoder
- Receiver: recipient of the message
- Paralingual: pitch, tone, inflections in the sender’s voice affect the message being sent
- Nonverbal
- Communcation blocker
Communications Management Plan: Who should receive project communications, what communcations they should receive, who should send the communication, how the communication will be sent, how often it will be updated, definitions so that everyone has a common understanding of terms.

Plan Risk Management:
Risk: probability that an event impacts one or more objectives. Conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project. Individual project risk: is an uncertain event or condition that, if it occurs, has a positive or negative impact on one or more parts of the project. Overall project risk: the risk exposure of the project as a whole. It’s made up of the sum of individual project risks plus other sources of uncertainty. Risk is negative or positive. Negative risks are threats and positive risks are opportunities. Increase the probability and/or impact of positive risks and decrease the probability and/or impact of negative risks.

Defining how to conduct risk management activities for a project. Planning how to identify, assess, respond, implement responses, and monitor risk. Risk management is a proactive approach and should be done early in the project.

Unique:

Risk Management Plan: roadmap to the other 6 risk processes:
- How risks will be categorised / identified
- How quantitative / qualitative analysis will be completed
- How risk response planning will happen
- How will the risk response be implemented
- How risks will be monitored
- How ongoing risk management activities will happen throughout the project life cycle
- Roles and responsibilities for the project team
- Stakeholders risk appetite, helps to determine what is acceptable risk vs non acceptable
- Risk Breakdown Structure (RBS) is used to categorise risks.

Identify Risks:
Identifying individual project risks as well as sources of overall project risk, and documenting them in the risk register and risk report. All personnel should be encouraged to identify risks. Should be done throughout the project. Risk changes daily. Identify both positive and negative risk.

Inputs: project management plan, project documents, agreements, Procurement Documentation, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, data analysis, interpersonal and team skills, Prompt Lists, Meetings
Outputs: Risk Register, Risk Report, Project Documents Updates

Unique:

Data Analysis: documentation analysis: structured review of all project documentation. Assumptions and contraints analysis, root cause analysis, SWOT analysis.
Prompt Lists: A predetermined list of risk categories. Risk Breakdown Structure (RBS) can be used to identify both individual and overall risk
Risk Register: (individual project risks): list of all identified risks, list of potential responses, provides a list of all identified risks on the project, what reactions to this risk are, what the root causes are, and what categories the risks fall into. Do this in Excel.

Risk Report: Sources of overall project risk and summary information on identified individual risk.

Perform Qualitative Risk Analysis:
Prioritising individual project risks by assessing their probability of occurrence and impact as well as other characteristics. Done in order to determin which risks are the highest priority on the project. Creates a ranking. Perforrmed throughout the project.

Unique:

Data Analysis:
- Risk probability and impact assessment: The likelihood that each specific risk will occur, level of probability. Investigate the potential effect on the project, cost, schedule, quality, performance, positive or negative.
- Risk data Quality assessment: the degree of which the risk is understood and the accuracy, quality, reliability and the integrity of the data.
- Assessment of other risk parameters: other parameters such as urgency, proximity, manageability, and detectability.
Risk Categorisation: sources of risk. Grouped by root cause.
Data Representation:
- probability and impact matrix: outlines the probability and impact on the project. Sorted by high risk, medium risk, low risk. Headings probablity (1-5), Impact (1-5), Score (impact * probability), ranking (high, medium, low)
- Hierachical chart: bubble chart
Project documents updates: risk register, risk report.

Perform Quantitative Risk Analysis:
Numerically analysing the effect of individual project risks on the overall project objectives. Assigns a value to the risks that have been ranked by qualitative analysis. Usually requires specific risk software and knowledge in the developent and interpretation of risk models

Unique:

Representations of Uncertainty: Probability distribution: looking at the probability of risks actually taking place, Triangular or beta distributions: how far off we are from the worst case to the best case scenario.
Data Analysis: Sensitivity analysis
- tornado chart
- Decision tree analysis (make or buy analysis). Table, new constucted house vs remodel older house. Initial cost, risk cost, probability, EMV – expected monetary value – how much money you’ll lose if this risk happens (probability * risk costs), total (initial cost + EMV)
Project documents updates: risk register

Plan Risk Response:
You can’t respond to a risk until you understand how it affects you, how if affects the schedule /budget/time etc. Developing options, selecting strategies, and agreeing on ways to address risk on the project. Will allocate resources needed to respond to risk if they happen. Will address risk: plan risk management > identify risks > perform qualitative risk analysis > perform quantitative risk analysis > plan risk responses

Inputs: project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, interpersonal and team skills, Strategies for Threats, Strategies for Opportunities, Contingent Response Strategies, Strategies for Overall Project Risk, data analysis, decision making
Outputs: Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Strategies for Threats:
- Escalate: outside the project team level (e.g. new regulations: escalate to legal department)
- Avoid: eliminate the risk entirely (e.g. never fly, so never die in a plane crash)
- Transfer: ownership to a 3rd party (e.g. buy earthquake insurance)
- Mitigate: reduce the probability of the risk event (e.g. not text and drive, not drink and drive, pay attention etc: risk can still happen, but at a lower impact/ probability)
- Accept: deal with the risk at hand (you take no action, if it happens, you deal with it)
Strategies for Opportunities:
- Escalate: outside the project team level
- Exploit: remove any and all uncertainty
- Share: some or all ownership to a 3rd party
- Enhance: increase the probability of the event happening
- Accept: take advantage of the opportunity, but not seek it
Strategies for Overall Project Risk: avoid, exploit, transfer/share, mitigate/enhance, accept
Contingent Response Strategies:may undertake certain risk events, if certain conditions apply – will do this if this happens, eg if a fire happens, fire insurance will come out
Project Documents Updates: risk register

Plan Procurement Management:

Agreements (Contracts):
- Should clearly outline the deliverables and results anticipated, including any knowledge transfer from the seller to the buyer.
- Know the laws and regulations from the local country that could affect the contract
- Generally considered a legally binding document between buyers and sellers.
- Should outline:
- Formal written document
- Scope of work to be performed
- Roles and responsiblities
- How to perform the work, including lcoations and times
- Terms and conditions
- Warranties and penalties
- Payment terms
- Termination clauses
- Change request process
- Incentives
- Insurance and performance bonds
Types of Contract
- Fixed price (lump sum)
  - When the buyer pays one flat price for all work in the contract
  - This would include all labour and materials
  - Use when the scope is well-defined and understood
  - All risk is with the seller
    - Firm Fixed Price (FFP): price is fixed and cannot be changed
    - Fixed Price Incentive Fee (FPIF): included an additional fee for meeting a target set forth in the contract.
    - Fixed Price Economic Price Adjustment (FP-EPA): adjust the fixed cost over the life of the contract because of economic conditions
- Cost reimbursable
  - When the buyer pays for the work expenses and then pays the seller a fee for his profit
  - Risk is with the buyer because the cost overrun of work expense is covered by the buyer
    - Cost plus fixed fee (CPFF): buyer pays the work expense and then a fixed fee to the seller for profit
    - Cost plus incentive fee (CPIF): buyer pays work expense and an additional fee, if a target is met such as finishing two weeks earlier
    - Cost plus award fee (CPAF): buyer pays the work expense and pays an award fee that is based on satisfaction of work
- Time and material
  - Buyer pays for both labour and materials
  - Buyer takes all the risk of cost overrun for both the labour and materials
  - Should only be used when the scope is high level
Plan Procurement Management: determines whether to obtain goods and services from outside the project, and if so, what to acquire as well as how and when to acquire it. The process of documenting what procurements are needed for the project, detailing the approach, defining selection criteria to identify potential sellers, and putting together a Procurement Management Plan.

Inputs: project charter, project management plan, project documents, business documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, data analysis, Source Selection Analysis, meetings
Outputs: Procurement Management Plan, Procurement Strategy, Bid Documents, Procurement Statement Of Work, Source Selection Criteria, Make-or-Buy Decisions, Independent Cost Estimates, Change Requests, Project Documents Updates, Organisational Proces Assets Updates

Unique:

Data Gathering: market research
Data Analysis: Make-or-Buy analysis
Source Selection Analysis:
- Understanding of work
- Risk
- Cost
  Past performance
  References
  Production ability
  Warranty
Procurement Management Plan: Outlines the activities to be undertaken during the procurement processes, may contain a prequalified sellers list
Procurement Strategy: determine how to deliver the deliverables, types of contracts to use, what phases will be used to complete procurements
Bid Documents: used to solicit proposals from potential sellers
- RFI: request for information
- IFB: invitation for bid
- RFP: Request for proposal
- RFQ: Request for quote
Procurement Statement Of Work: developed from the Scope Baseline, lists the needs of the buyer. Allows prospective sellers to determine if they can meet the requirements set forth by the Buyer.
Source Selection Criteria: cost, location, availability, license, certification, reference, warranty, or experience. This need to be determined before seller is selected.
Make-or-Buy Decisions: what will the project make or buy
Independent Cost Estimates: cost estimate done by an outside professional

Plan Stakeholder Engagement:
Developing methods to invlove project stakeholders. Centred on their needs, expectations, interests, and potential impact to the project. It creates an actionable plan to interact effectively with stakeholders.

Inputs: project charter, project management plan, project documents, enterprise environmental factors, organisational process assets
Tools and Techniques: Expert judgment, data gathering, data analysis, decision making, data representation, meetings
Outputs: Stakeholder Engagement Plan

Unique:

Data Representation: Stakeholder Engagement Matrix. For each peron (row), put Current or Desired (so one of each per line) under columns unaware, resistant, neutral, supportive, leading
Stakeholder Engagement Plan: how will the team keep the stakeholders engaged on the project. What type of communication will be needed to engage them on the project.

Direct and Manage Project Work:
All the processes under “Executing”. Performing the work defined in the project management plan. Involves managing people and keeping them engaged, improving the processes, requesting changes, and implementing approved changes. Summary of all other executing processes.

Inputs: Project Management Plan, Project Documents, Approved Change Requests, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Project Management Information System, Meetings
Outputs: Deliverables, Work Performance data, Issue Log, Change Requests, Project Management Plan Updates, Project Documents Updates, Organisational Process Assets Updates

Unique:

Deliverables: any product, service, or result required to complete the project
Work Performance data: information on the status of these deliverables. Is it tracking positive or negative against the plan/baselines (costs/durations). Work completed, start/end dates of activities, # of change requests, # of defects.
Issue Log: a record of all the issues/problems you have encountered on the project. All issues are described, assigned, prioritised, and addressed.
Change requests:
- corrective action: fixing past errors. Realigns the project performance
- Preventative action: fixing future errors. Questions if everything is aligned with the project plan.
- Defect repair: modify a nonconforming product or result

Manage Project Knowledge:
Using existing knowledge and creating new knowledge. Contribute to organisational learning. Knowledge created by the project will be made available to support organisational operations and future projects or phases. Commonly split into explicit (formally documented and shared: data, documents, records) and tacit (inside the heads of your employees: experience, thinking).

Inputs: Project Management Plan, Project Documents, Deliverables, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Knowledge Management, Information Management, Interpersonal and Team Skills
Outputs: Lessons Learned Register, Project Management Plan Updates, Organisational Process Assets Updates

Unique:

Knowledge Management: the sharing of knowledge between stakeholders on a project. Used to foster project interaction. Networking, Workshops, Meetings
Information Management: The collection, storage, dissemination, archiving, and destruction of information.
Lessons Learned Register: Gathered throughout the project, not just at the end. Updated whenever new knowledge within the project is discovered by any stakeholder.

Manage Quality:
Translating the quality management plan into executable quality activities. It increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality. Maybe called Quality Assurance. Confirm the quality processes used are meeting the quality objectives.

Inputs: Project Management Plan, Project Documents, Organisational Process Assets
Tools and Techniques: Data Gathering, Data Analysis, Decision Making, Data Representation, Audits, Design for X, Problem Solving, Quality Improvement Methods
Outputs: Quality Reports, Test and Evaluation Documents, Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Data Representation:
- Affinity Diagrams, used to group ideas together
- Matrix Diagrams: Shows the relationships among processes
- Cause and Effect Diagrams: Also know as Ishikawa or Fishbone diagram. Tells you the causes of defects.
- Flowchart: show you a graphical representation of the porcess and any room for improvements
- Histograms: bar charts that show the distribution of numerical data. E.g. Pareto diagram which uses the 80/20 principle.
- Scatter diagram: show trends in relation to different variables
Audits: identify all best practices are being executed. Identify all short comings and gaps in the process
Design for X: used by engineers in order to design a particular aspect of a product
Problem Solving: finding solutions to problems, identifying the problem, determining what’s causing it, looking at possible solutions, selecting a solution, implementing a solution, and verifying that it solves the problem.
Quality Improvement Methods: find ways to improve the quality processes.
Quality Reports: Report generally includes information about quality issues on the project and recommendations on how to improve the processes being used.
Test and Evaluation Documents: Documents generally take the form of a checklist that can be used when checking the quality of the deliverables.

Acquire Resources:
Getting the staff and physical resources needed to build the deliverables on the project. Done continuously thoughout the project or phase. Both internal and external resources.

Inputs: Project Management Plan, Project Documents, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Decision Making, Interpersonal and Team Skills, Pre-Assignment, Virtual Teams
Outputs: Physical Resource Assignments, Project Team Assignments, Resource Calandars, Change Requests, Project Management Plan Updates, Project Documents Updates, Enterprise Environmental Factors Updates, Organisational Process Assets Updates

Unique:

Decision making: Multi-criteria decision analysis: availability, cost, experience, ability, knowledge, skills, attitude, internation factors
Interpersonal and Team skills: negotiation: functional managers for particular resources, other PM teams in motion, vendors, contractors, 3rd parties
Pre-Assignment: team members are selected in advance of the project
Virtual Teams: wide spread geographical areas, another ciry/country etc. Work from home, different shifts
Physical Resource Assignments:document how you allocated the physical resources on the project. This usually included assigning material, supplies, equipment, or locations to the project work.
Project Team Assignments: Assign the project team to their roles and responsibilities.
Resource Calandars: Shows working shifts for resources. Shows availability.

Develop Team:
Process of improving abilities, team member communication, and the overall team atmosphere. Critical factor for the project success. Focuses on building a sense of team and improving its performance. PM primary responsible for bringing together multiple personalities into one working group.

Tuckman’s ladder (5 stages):

Forming (getting to know one another)
Storming (speaking about issues on the project)
Norming (coming to a solution to issues)
Performing (doing the work)
Adjourning (team is released)

Inputs: Project Management Plan, Project Documents, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Colocation, Virtual Teams, Communication Technology, Interpersonal and Team Skills, Recognition and Rewards, Training, Individual and Team Assessments, Meetings
Outputs: Team Performance Assessments, Change Requests, Project Management Plan Updates, Project Documents Updates, Enterprise Environmental Factors Updates, Organisational Process Assets Updates

Unique:

Colocation (tight matrix): Moving the entire team into one physical location, War room. Maybe temporary or long term
Communication Technology: The way the team communicates, email, phone, fax, text messages
Interpersonal and Team Skills: anticipating the team needs, acknowledging their concerns, conflict management, influencing, motivation, negotiations, team building.
Training: Ensuring all team members get required training for the project
Individual and Team Assessments: Individual’s strengths and weaknesses. How does the team make decisions, resolve conflicts, communicate, build trust with each other
Recognition and Rewards: rewarding good behaviour. Only desirable behaviour should be rewarded, used to increase morale.
Maslow’s hierarchy of needs: physiological (air, water, food, clothing, shelter), safety (stability in life, work, culture), social (love, approval, friends), esteem (respect, appreciation, approval), self-actualisation (personal growth, knowledge, fulfillment)
Herzberg’s theory of motivation: hygiene agents (what factors influence satisfaction at work) are expected and can only demotivate if they are not present. Motivating agents provide opportunity to exceed and advance.
McGregor’s Theory X and Y: Theory X is bad. These managers believe people need to be watched all the time, micromanaged, and distrusted, people avoid work, responsibility, and have no ability to achieve. Theory Y is good. These managers believe people are self-led, motivated, and can accomplish new tasks proactively.
Theory Z: increased loyalty at the workplace. Theory emphasises well being of the employees, both at work and outside of work, it encourages steady employment.
Expectancy Theory: people behave based on what they expect as a result of their behaviour.
McClelland 3 need theory: achievement, power, affiliation
Forms of Power: reward power – ability to give rewards, expert power – SME (subject matter expert), legitimate (formal power), referent respect/personality of the manager, punishment – punish associates when they fail (least desirable)
Team Performance Assessments: evaluation of the team, task-oriented or result-oriented, improve team members skills, reduce staff turn over rate, increase team members cohesiveness, additional training, mentoring, coaching, assistance needed?

OSCAR model: about coaching or leadership styles

Outcome: what is the outcome? I am coaching you. What is the desired outcome? Pass PMP, get a better job.
Situation: assess current skills, abilities, and knowledge level of the project team member, and how that impacts the individual’s performane and peer relationships.
Choices/consequences: choice and/or consequences identify all the potential avenues for attaining the desired outcome and the consequences of each choice.
Actions: An action commits to specific movement by focusing on immediate and attainable targets.
Review: Doing regular meetings offers support and helps to ensure that individuals remain motivated and on track

Drexler Sibbet Team Model: 7 step model from brining the team together to doing the work:

Orientation: why
Trust building: who
Goal clarification: what
Commitment: how, define the plan
Implementation: starts working
High performance: reach a high level
Renewal: working through changes

Manage Team:
The process of tracing team member performance, providing feedback, resolving issues, and managing team changes. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership.

Inputs: Project Management Plan, Project Documents, Work Performance Reports, Team Performance Assessments, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Interpersonal and Team skills, Project Management Information System, Meetings
Outputs: Change Requests, Project Management Plan Updates, Project Documents Updates, Enterprise Environmental Factors Updates

Unique:

Interpersonal and Team skills:
- Conflict management: sources of conflict, greatest project conflicts occur between project managers and functional managers. Disagreements over schedules, priorities, and resources.
  - Problem solving (confronting): let’s put our heads together, study the problem and find the best solution. Win-Win
  - Forcing: Bob’s got priority here, so we’ll go with his opinion on the solution. Win-Lose
  - Compromising: Let’s take a little of both sides of the arguments and create a mixed solution: Lose-Lose
  - Smoothing: It’s really not that big of a problem. Can be considered a Lose-Lose.
  - Withdrawal: I’m leaving. Do whatever solution works. The conflict is not resolved and it’s considered a Yield-Lose.
- Steps to follow:
  - Define the cause of the problem (not just the symptoms)
  - Analyse the problem (cause-and-effect diagram)
  - Identify solutions
  - Implement the selected solution
  - Review the solution
  - Confirm that the solution solved the problem
- Emotional intelligence: Manage the personal emotions of oneself, other people and groups
- Leadership: Drive the project vision, and inspire high quality work
- Influencing: Excellent listening skills, being able to articulate key details and positions. Reach agreements
- Effective decision making: Manage risk, develop team creativity, focus on project goals and milestones, analyse all project information

People Management Terms:

Student syndrome: planned procrastination. A student will only start to apply themselves to an assignment at the last possible moment before its deadline. Eliminates any potential safety margins and puts the person under stress and pressure.
Parkinson’s law: work expands to fill the time available for its completion.
Self-protection: people protecting themselves in task or conflict. Saying or doing things that cannot hurt them now or in the future.
Sandbagging: under promising and over delivering. If someone is sandbagging they set expectations for a certain level of delivery or performance they know they can hit with ease.
Dropped Baton: when work is handed off from one group to another. One team finishes early and the team is not ready to accept it, leading to time being wasted.

MBTI:
Myers Briggs Type Indicator personality test. Most famous personality test.
E: Extraversion – talkative, outgoing, likes fast pased environment, work out ideas with others, enjoys being centre of attention
I: Introversion – reserved, private, prefers a slower pace with time for contemplation, think things through inside your head, would rather observe than be the centre of attention
S: sensing – focus on reality of how things are, pay attention to concrete facts and details, prefer ideas with practical applications, like to describe things ina specific literal way
N: Intuition – imagine possibilities of how things could be, notice the big picture and see how everything connects, enjoy ideas and concepts for their own sake, like to describe things in a figurative, poetic way.
T: Thinking – make decisions in an imperonsal way using logical reasoning. Value justice, fairness. Enjoy finding the flaws in an argument. Could be described as reasonable and level-headed.
F: Feeling – base your decisions on personal values and how your actions affect others. Value harmony, forgiveness. Like to please others and point out the best in people. Could be described as warm and empathetic.
J: Judging: Prefer to have matters settled. Think rules and deadlines should be respected. Prefer to have detailed, step-by-step instructions. Make plan, want to know what you’re getting into.
P: Perceiving: Prefer to leave your options open. See rules and deadlines as flexible. Like to improvise and make things up as you go. Are spontaneous, enjoy surprises and new situations.

Project Communications:
Ensure timely and suitable gathering, creation, distribution, storage, retrieval, management, and monitoring or project communications. Follow the communication management plan.

Inputs: Project Management Plan, Project Documents, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Communication Technology, Communication Method, Communication Skills, Project Management Information System, Project Reporting, Interpersonal and Team Skills, Meetings
Outputs: Project Communications, Project Management Plan Updates, Project Documents Updates, Organisational Process Assets Updates

Unique:

Communications skills: communication competence, feedback, nonverbal, presentations
Project reporting: collecting and distributing project information
Project communications: performance reports, deliverables status, baseline reporting

Implement Risk Responses:
It’s in the execution of the project that risk can happen. Execute risk response plans when risk has taken place. Minimises the project threats and maximises the project opportunities.

Inputs: Project Management Plan, Project Documents, Organisational Process Assets
Tools and Techniques: Expert Judgment, Interpersonal and Team Skills, Influencing, Project Management Information System
Outputs: Change Requests, Project Documents Updates

Conduct Procurements:
The process of obtaining a seller response, selecting a seller, and awarding a contract. It selects a qualified seller and implements the legal agreement for delivery.

Inputs: Project Management Plan, Project Documents, Procurement Documentation, Seller Proposals, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Advertising, Bidder Conferences, Data Analysis, Interpersonal and Team Skills
Outputs: Selected Sellers, Agreements (contract with the seller), Change Requests, Project Management Plan Updates, Project Documents Updates, Organisational Process Assets Updates

Unique:

Procurements documentation: bid documents, procurement statement of work, independent cost estimates, source selection criteria
Advertising: some contracts may be required to be advertised, e.g. government
Bidder Conferences (Contractor, Vendor, or Pre-bid conferences): meeting between buyer and sellers. To explain to all the potential vendors what is neeeded so they can go away and submit proposals
Data analysis: proposal evaluation
Interpersonal and Team Skills: negotiations

Manage Stakeholder Engagement:
Communicating and working with stakeholders to meet their needs and expectations. Addressing issues, and get them involved.

Inputs: Project Management Plan, Project Documents,Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Communication Skills – Feedback, Interpersonal and Team Skills, Ground Rules, Meetings
Outputs: Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Ground rules: defined in the team charter for team members and stakeholders

Monitoring and Controlling
Done at the same time as executing.

Monitor and Control Project Work:
Process of tracking, reviewing, and recording the progress to meet the performance defined in the PM plan. Ensures that the plan is working, identifies any areas in which changes to the plan are required, and initiates the corresponding changes. Takes all the Work Performance Information and creates the Work Performance Reports.

Inputs: Project Management Plan, Project Documents, Work Performance Information, Agreements, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Data Analysis, Decision Making, Meetings
Outputs: Work Performance Reports, Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Work Performance Information: Status of the deliverables, project forecasts, status of change request
Work Performance Reports: are you on plan, on scope, on schedule, on costs, meeting quality requirements, stakeholders being engaged
Change Requests: if not ok (plan, scope etc from Work Performance Plan), you need to change something. Initiate change request for more time, more resources, more money

Perform Integrated Change Control (PICC):
Review all change requests, approving changes and managing changes to deliverables, project documents, and the project management plan. Communicating the decisions. Process where you assess the change’s impact on the project. Any Stakeholder may request a change. Should be submitted in written form. Change Control Board – Group responsible for reviewing, evalutating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions.

Inputs: Project Management Plan, Project Documents, Risk Report, Work Performance Reports, Change Requests, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Change Control Tools, Data Analysis, Decision Making, Meetings
Outputs: Approved Change Requests, Project Management Plan Updates, Project Documents Updates,

Unique:

Process for making a change:
1. A stakeholder needs to identify a need for a change request
2. A written change request is submitted to the Project Manager
3. The Project Manager assesses the change and looks for any other options for the change request. Looks at the impact of the change request.
4. The Change request is submitted to the Change Control Board
5. The Change request is either approved or rejected by the Change Control Board.
6. If approved, the PM will adjust the Project Management Plan, then manage the project to the new plan.
7. If it is not approved, the team goes back to the issue and develop a new change request, repeat step 1
Change Control Tools: to manage the change, requests, status, and resulting decisions. Update the stakeholders with current information.
Approved Change Requests: Once the change control board members approve a change request, it will be implemented in the Direct and Manage Project Work process
Project Document Updates: change log

Validate Scope:
Not just a process, comes at the end. Formalising acceptance of the completed project deliverables. The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor to ensure they are completed satisfactorily and have received formal acceptance of the deliverables by the customer or sponsor. Done at the same time or immediately after Quality Control. Close Project or Phase may start upon completion of this process. Concerned with correctness of the deliverable.

Inputs: Project Management Plan, Project Documents, Verified Deliverables, Work Performance Data
Tools and Techniques: Insepection, Decision Making
Outputs: Accepted Deliverables, Work Performance Information, Change Requests, Project Documents Updates

Unique:

Verified Deliverables (Created during the Perform Quality Control process)
Inspection: The measuring, examining, testing, and verifying to determine whether the work and the deliverables have met the requirements set forth in the Scope Baseline, and you have successful product/result/service acceptance. It can also be called a product review, audit, walkthrough.
Accepted Deliverables: deliverables that have met the acceptance criteria, and that have been signed off and approved by the sponsor or the customer.
Change Requests: Deliverables that have not met the acceptance criteria are dealt with via Perform Integrated Change Control process. Product rework is necessary to repait the defect.
Work Performance Information: Information about Project progress

Control Scope, Schedule, Cost:

Control Scope
Process of monitoring the status of the project and product scope and managing changes to the scope baseline. The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep. Determines if a scope change has happened. When changes are made and approved, the project baselines will need to be adjusted to reflect these changes.

Inputs: Project Management Plan, Project Documents, Work Performance Data, Organisational Process Assets
Tools and Techniques: Data Analysis
Outputs: Work Performance Information, Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Data Analysis:
- Variance Analysis: determining whether work being performed has a degree of variance as it relates to the scope baseline. What is the cause of the variance, how extensive is the variance. Is corrective/preventative action required.
- Trend Analysis: performance of the scope over time
Work Performance Information: Planned vs actual performance

Control Schedule
Monitoring the status of the project to update the project schedule and managing changes to the schedule baseline. The schedule baseline is maintained throughout the project. Compare the work results to the plan to see if they line up. What is the status of the project, how did it reach this point?

Inputs: Project Management Plan, Project Documents, Work Performance Data, Organisational Process Assets
Tools and Techniques: Data Analysis, Critical Path Method, Project Management Information System, Resource Optimisation, Leads and Lags, Schedule Compression
Outputs: Work Performance Information, Schedule Forecasts, Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Data Analysis:
- Performance Reviews: measuring actual start/finish dates vs planned start/finish dates. If negative variance is in place, the project is in jeopardy.
- Earned Value Analysis
- Performance Reviews
- What-If Scenarios
Schedule Compression (fast track or crash)
Schedule Forecast: based on past performance and expected future performance

Control Costs
Monitoring the status of the project to update the project costs and managing changes to the cost baseline. Primarily concerned with cost variance. Any increase to the authorised budget can only be approved through the Perform Integrated Change Control Process

Inputs: Project Management Plan, Project Documents, Project Funding Requirements, Work Performance Data, Organisational Process Assets
Tools and Techniques: Expert Judgement, Data Analysis, To-Complete Performance Index, Project Management Information System
Outputs: Work Performance Information, Cost Forecasts, Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Data Analysis:
- Earned Value Analysis
- Variance Analysis
- Trend Analysis
- Reserve Analysis
To-Complete Performance Index (TCPI): Formula covered in EVM section
Cost Forecasts: Uses the EAC (Estimate At Completion) EVM formula.

Earned Value Management (EVM)
Need to memorise and understand them. Series of formulas to calculate the cost and schedule progression on the project. Done during monitoring and controlling. Compares what has gotten done to the plan (pan vs actual work).

Budget at Completion (BAC): Original budget of the project
- Formula: None, just the original budget
Planned Value (PV): Amount of moneys worth of work that should have been done on the project.
- Formula: PV = Planned % Complete x BAC
Earned Value (EV): Amount of money worth of work you actually did on the project
- Formula EV = Actual % complete x BAC
Actual Cost (AC): Amount of money you already spent on the project
- Formula: None, just the amount aready spent on the project
Cost Variance (CV): The difference between the work done and money spent. This value should be positve for under budget. Negative values indicate over budget.
- Formula CV = EV – AC
Cost Performance Index (CPI): The rate of how we are spending to actually earning on the project. This value should be 1 and over for projects under budget.
- Formula CPI = EV / AC
Schedule Variance (SV): The difference between the amount of work we should have done vs the amount actually done. The value should be positive for ahead of schedule. Negative values indicate behind schedule.
- Formula SV = EV – PV
Schedule Performance Index (SPI): The rate of how we are meeting the project schedule. This value should be 1 and over for a project to be ahead of the schedule
- Formula SPI = EV / PV
Estimate at Completion (EAC): Forecasting the total cost of the project at the end based on the current spending rate of the project.
- Formula EAC = BAC / CPI
Estimate to Completion (ETC): Forecasting the amount that will be needed to complete the current project based on the current performance.
- Formula ETC = EAC – AC
Variance at Completion (VAC): The difference between the original budget and new forecasted budget This value should be positive for projects that may end at or under budget.
- Formula VAC = BAC – EAC
To-Complete Performance Index (TCPI): The performance that needs to be met to finsh the project within the budget.
- Formula TCPI = (BAC-EV)/(BAC-AC)

Example 1:
Project manager Bill is currently executing the project of installing the new fences for a building. The project has a budget of $100 and a duration of five days total. Today is the end of the third day. The project team has completed 75% of the project and spent $70.

BAC: 100
PV: 60% x 100 = 60
EV: 75% x 100 = 75
AC: 70
CV: 75 – 70 = 5
CPI: 75 / 70 = 1.0714 (7% under the budget)
SV: 75 – 60 = 15 (15 dollars worth of work ahead of schedule)
SPI: 75 / 60 = 1.25
EAC: 100 / 1.0714 = 93.3358
ETC: 93.3358 – 70 = 23.3358
VAC: 100 – 93.3358 = 6.6642
TCPI: (100 – 75) / (100-70) = 0.8333 (Can work at 83% effort to finish on budget (how hard you have to work to finish on budget))

Example 2:
Project manager mary is currently executing the network upgrade project. The project has a budget of $4000 and a duration of 4 years. Completed 17th month. 35% complete. $1500 spent

BAC: 4000
PV: 35% x 4000 = 1400
EV: 35% x 4000 = 1400
AC: 1500
CV: 1400 – 1500 = -100
CPI: 1400 / 1500 = 0.9333 (7% over the budget)
SV: 1400- 1400 = 0 (0 dollars worth of work ahead of schedule)
SPI: 1400/ 1400 = 1
EAC: 4000 / 0.9333 = 4285.8674
ETC: 4285.87 – 1500 = 2785.87
VAC: 4000 – 4285.87 = -285.87
TCPI: (4000- 1400) / (4000-1500) = 1,04 (Can work at 104% effort to finish on budget (how hard you have to work to finish on budget))

All values are in currency except the indexes (CPI, SPI, TCPI).

Control Quality:
Assess performance and ensure the project outputs are complete, correct, and meet custimer expectations. Verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance. Each deliverable is inspected, measured, and tested.

Inputs: Project Management Plan, Project Documents, Approved Change Requests, Deliverables, Work Performance Data, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Data Gathering, Data Analysis, Inspection, Testing/Product Evaludations, Data Representation, Meetings
Outputs: Quality Control Measurements, Verified Deliverables, Work Performance information, Change Requests, Project Management Plan Updates, Project Documents Updates

Unique:

Project Management Plan: Quality Management Plan
Deliverables: Output from direct and manage project work
Data Gathering: Checklists – ensures that all components of the deliverables are checked correctly, Check sheets – basically checklists but keep a running total or tally, statistical sampling, quesitonnaires and surveys
Inspection: Inspections are often referred to as audits, walkthroughs, or peer reviews. Used to validate defect repairs.
Testing/Product Evaluations: before the project team or manager can verify that a deliverable has met all its quality requirements they would have to test these deliverables extensively (unit testing, integration testing).
Data representation: cause and effect diagrams, scatter diagrams, histogram (pareto diagrams), Control chart – a chart that tells you if a process will output a defect later (will tell you if a process is in “control”, identify the rule of seven). Below, door has to be cut between 2 size limits, supposed to be 7 foot but either side of it. Notice, all the points in the box are below the average line. They are OK as they are in the limit. But the machine is leaning one way. Maybe something wrong with the blade or something, but eventually will get a door outside the limits.

Quality Control Measurements: the results of the activities done in the control quality processes to determine if the quality standards or policies were met
Verified Deliverables: an input to validate scope. Needed for formal acceptance

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Control Resources:
How to correctly manage the physical resources on the project as the project is progressing. This process does not look at the HR resources which were covered in the manage team process. Project manager will have to ensure that the physical resources are being used correctly and efficiently.

Inputs: Project Management Plan, Project Documents, Work Performance Information, Agreements, Organisational Process Assets
Tools and Techniques: Data Analysis, Problem Solving, Interpersonal and Team Skills, Project Management Information System
Outputs: Work Performance Reports, Change Requests, Project Management Plan Updates, Project Documents Updates

Monitor Communication:
Ensuring communications requirements of the project and its stakeholders are met. Ensures that the communications management plan is being followed.

Inputs: Project Management Plan, Project Documents, Work Performance Information, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Project Management Information Systems, Data Analysis, Interpersonal and Team Skills, Meetings
Outputs: Work Performance Reports, Change Requests, Project Management Plan Updates, Project Documents Updates

Monitor Risk:
Monitoring the implementation risk response plans. Tracking identified risks to see if they change. Identifying and analysing new risks. Evaluating risk process effectiveness throughout the project. 24/7/365.

Inputs: Project Management Plan, Project Documents, Work Performance Data, Work Performance Reports
Tools and Techniques: Data Analysis, Audits, Meetings
Outputs: Work Performance Information, Change Requests, Project Management Plan Updates, Project Documents Updates, Organisational Process Assets Updates

Control Procurements:
Trust nobody – especially vendors! The process of managing procurement relationships, monitoring contract performance and making changes and corrections as appropriate, and closing out contracts.

Inputs: Project Management Plan, Project Documents, Agreements, Procurement Documentatation, Approved Change Requests, Work Performance Data, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Expert Judgment, Claims Administration, Data Analysis, Inspection, Audits
Outputs: Closed Procurements, Work Performance Information, Procurement Documentation Updates, Change Requests, Project Management Plan Updates, Project Documents Updates, Organisational Process Assets Updates

Unique:

Claims Administration: How disputed changes can be settled when the buyer and seller can not reach an understanding. Negotiation is the preferred method.
Closed Procurements: The buyer, usually through its authorised procurement administrator, provides the seller with formal written notice that the contract has been completed.

Monitor Stakeholder Engagement:
Monitor planned engagement vs actual engagement. Also, not just that you are following plan – is the engagement strategy adequate? Monitoring stakeholder relationships. Engaging stakeholders through modification of engagement strategies and plans. Increases the efficiency and effectiveness of stakeholder engagement.

Inputs: Project Management Plan, Project Documents, Work Performance Information, Enterprise Environmental Factors, Organisational Process Assets
Tools and Techniques: Data Analysis, Decision Making, Data Representation, Communication Skills, Interpersonal and Team Skills, Meetings
Outputs: Work Performance Reports, Change Requests, Project Management Plan Updates, Project Documents Updates

Close Project or Phase:
Finalising all activities for the project, phase, or contract. Making certain that all documents and deliverables are up-to-date and that all issues are resolved. Confirming the delivery and formal acceptance of deliverables by the customer. Closing project accounts. Reassigning personnel. Confirming the formal acceptance of the seller’s work and finalising open claims. Audit project success or failure. Identify lessons learned, and archive project information for future use by the organisation. Transfer the project’s products, services, or results to the next phase or to production and/or operations. Investigate and document the reasons for actions taken if the project is terminated before completion.

Inputs: Project Charter, Project Management Plan, Project Documents, Accepted Deliverables, Business Documents, Agreements, Procurement Documentation, Organisational Process Assets
Tools and Techniques: Expert Judgment, Data Analysis, Meetings
Outputs: Project Documents Updates, Final Product, Services, or Result – Transition, Final Report, Organisational Process Assets Updates.

Unique:

Final Product service or result – Transition: the transition of the deliverable to organisation
Final report: a summary of what took place in the project. How successful was the project. Any variations in the Baselines.

Agile PM notes

Inverting the triangle

Agile manifesto:

4 values:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

12 guiding principles:

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity–the art of maximizing the amount of work not done–is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Low tech, high touch. Face to face meetings, whiteboards etc.

XP:

The five values of XP are communication, simplicity, feedback, courage, and respect which are described in more detail below:

Communication: Software development is inherently a team sport that relies on communication to transfer knowledge from one team member to everyone else on the team. XP stresses the importance of the appropriate kind of communication – face-to-face discussion with the aid of a whiteboard or other drawing mechanism.
Simplicity: Simplicity means “what is the simplest thing that will work?” The purpose of this is to avoid waste and do only absolutely necessary things such as keep the design of the system as simple as possible so that it is easier to maintain, support, and revise. Simplicity also means addressing only the requirements that you know about; don’t try to predict the future.
Feedback: Through constant feedback about their previous efforts, teams can identify areas for improvement and revise their practices. Feedback also supports simple design. Your team builds something, gathers feedback on your design and implementation, and then adjusts your product going forward.
Courage: Kent Beck defined courage as “effective action in the face of fear” (Extreme Programming Explained P. 20). This definition shows a preference for action based on other principles so that the results aren’t harmful to the team. You need courage to raise organizational issues that reduce your team’s effectiveness. You need courage to stop doing something that doesn’t work and try something else. You need courage to accept and act on feedback, even when it’s difficult to accept.
Respect: The members of your team need to respect each other in order to communicate with each other, provide and accept feedback that honors your relationship, and work together to identify simple designs and solutions.

Seven wastes of lean
1. Partially done work
2. Extra processes
3. Extra features
4. Task switching
5. Waiting
6. Motion
7. Defects

Little’s law: cycle times are proportional to queue lengths.

Agile Declaration of Interdependence

The declaration of interdependence is a set of six management principles intended for project managers of software development projects. The principles are:

“We …

increase return on investment by — making continuous flow of value our focus.
deliver reliable results by — engaging customers in frequent interactions and shared ownership.
expect uncertainty and manage for it through — iterations, anticipation and adaptation.
unleash creativity and innovation by — recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
boost performance through — group accountability for results and shared responsibility for team effectiveness.
improve effectiveness and reliability through — situationally specific strategies, processes and practices.”

Servant leadership: leader provides what the team needs

Shield team from interruptions
Remove impediments to progress
(Re)Communicate project vision
Carry food and water

Be willing to change the status quo

Return on investment (ROI): the ratio of the benefits received from an investment to the money invested. Usually a percentage.

Internal rate of return (IRR): interest rate you will need to get in today’s money to receive a certain amount of money in the future.

Present value / Net present value (NPV): value of future money in today’s terms.

KPIs:

Rate of progress: how many points have been completed
Remaining work: how much work is yet to be done from the backlog
Likely completion date
Likely cost remaining

Value Prioritisation
Teach the customers why it is important to do this and have them do it

Simple scheme:

Priority 1, Priority 2, Priority 3, etc. – could be problematic as many items might become the first priority

MosCoW prioritisation:

Must have
Should have
Could have
Would like to have, but not this time

Dot Voting or Multi-Voting

Each person gets a certain number of dots to distribute to the requirements

Monopoly Money

Give everyone equal monopoly money, they then distribute the funs to what they value the most

100-point method

Each person is given 100 points. They then use that to distribute to individual requirements

Kano Analysis

Delighters/Exciters, Satisfiers, Dissatisfiers, Indifferent

Cumulative Flow Diagrams (CFDs)

The bottleneck activity is the one after the activity that is widening the most.

Graduated Fixed Price Contract – Buyer / Seller share in risks and rewards. Different hourly rates based on: finish early, finish on time, finish late.

Fixed Price Work Packages – mitigate risks of under/over estimating

Gulf of Evaluation: what one person describes is often different from how another interprets

Frequent Verification and Validation: Resolve problems as soon as possible. Don’t let little problems grow over time.

Agile Stakeholder Management

Educating People about Agile:
Senior management and sponsor: they are worried about the risk of failing
Managers: fear the loss of control
Project team: resist agile methods
Users: will not get all features

Use case diagram:

Data models:

Screen designs:

Wireframes: quick mock up of product. Low fidelity prototyping. Clarify what done looks like. Validate approach prior to execution

Personas:

quick guides or reminders of key stakeholders and interests.
- Provide description of users
- Be grounded in reality
- Be goal oriented, specific, and relevant
- Be tangible and actionable
- Generate focus
Help team focus on valuable features to users

Information radiators: things that are highly visible to display information, usually chats, graphs and boards.

Collaboration games

Remember the future: Ask stakeholders to imagine that an upcoming release was successful and to look back. Gets a better understanding of how a stakeholder would define success. Outline how we can accomplish that success for them
Prune the product tree: Draw a tree and ask stakeholders to add their features to it. Use sticky notes to have them place new features on the tree. Group the features on the trunk. Features that are dependent on other features would be higher up the tree. Lets everyone understand the priorities of development.
Sailboat: Draw a waterline and a boat moving. Explain the boat is moving toward the goals of the project. Ask them to use sticky notes to show what can make the boat move (wind) and what can stop it (anchors). Allows stakeholders to identify threats and opportunities.

Active listening:

Level 1: Internal – how is it going to affect me
Level 2: Focused – put ourselves in the mind of the speaker
Level 3: Global – builds on level with body language

COCOMO: Constructive Cost Model. To determine correlation between project input variables and final cost to use to estimate future projects. People factors has a score of 33: 11 times more significant than tools and processes.

Avoiding conflicts can lead to conflicts escalating. When you see a conflict, approach that conflict.

Aquiring skills:
Shu-Ha-Ri Model of Skill Mastery
Shu: Obey
Ha: Moving away
Ri: finding individual paths

Dreyfus model: Novice, Advanced Beginner, Competent, Proficient, Expert

Adaptive leadership
Forming > Directing
Storming > Coaching
Norming > Supporting
Performing > Delegating
Adjourning

Burn up chart: how much work has been done

Burn down chart: how much work is left to be done

Velocity chart: shows how the team is performing.

Agile Planning

Planning is an ongoing process. Multiple mechanisms to proactively update plan. Focus on value delivery and minimise non-value adding work. Uncertainty drives the need to replan.

Progressive elaboration: as time progresses, plans become more elaborated.
Rolling wave planning: planning at multiple points in time as data becomes available.

How to prioritise what is the most valuable things to deliver?

Value-based analysis: assessing and prioritising the business value of work items, and then plan accordingly. Consider payback frequency and dependencies.
Value-Based Decomposition: break down requirements and prioritise them. Design the box (the product box, showing the important features)

Keep requirements coarse-grained, then progressively refine them.

Timeboxing: short fixed-duration periods of time in which activities or work are undertaken.

Estimates should be stated in ranges.

Team members will do their own estimates.

Ideal Time: the time it would take to complete a given task assuming zero interruptions or unplanned problems

User stories:
Epics > Features > Stories > Tasks

User story: business functionality within a feature that involves 1-3 days work. Acts as agreement between customers and development team. Every requirement is user story.
As a USER TYPE
I WANT TO / NEED, ETC goal
So that VALUE

As a payroll clerk, I want to be able to view a report of all payroll taxes, so that I can pay them on time.
As a sales person, I want to be able to see a current list of leads, so that I can call them back quickly.
As a student of this course, I want to be able to understand the requirements of the exam, so that I know if I qualify for it or not.

Have users write the stories on index cards. No details, it’s used to help facilitate conversation.
3Cs: Card, Conversation, Confirmation
User stories: INVEST

Independent (so it can be reprioritised)
Negotiable: to allow trade-offs on cost and function
Valuable: Clearly state the value of it
Estimatable: to allow estimating completion time
Small: 4-40 hours of work
Testable: Testable to ensure it will be accepted once complete

Refining (grooming) backlog

User story backlog = product backlog
In the backlog: each new work item is prioritised and added to the stack, highest priority is highest. Work items may be reprioritised or removed at any time.

Relative sizing and story points
Absolute estimates are difficult for humans to make. Estimates should be relative. Assign points to each story using a relative number.
Assign using Fibonacci (add two proceeding numbers): 1,2,3,5,8,13,21

Wideband Delphi: group-based estimation approach, panel of experts anonymously. Avoid bandwagon / HIPPO (highest-paid person’s opinion)

Planning poker: fast collaborative process. Uses cards with Fibonacci sequence.

Story maps (product roadmap). Stakeholders map out what the project priorities are early in the planning. Shows when features will be delivered and what is included in each release.

Iteration 0 – sets stage for dev efforts, doesn’t build anything
Development iteration – build the product increment
Iteration H (hardening sprint or release) – clean up code or produce documentation

Architectural spike – period of time dedicated to proof of concept
Risk-based spike – team investigate to reduce or eliminate risk

Iteration planning – right before iteration / sprint. Conducted by the developpers (delivery team). Discuss user stories in the backlog, select user stories for the iteration, define the acceptance criteria, break the user stories into tasks, estimate the tasks.

Release planning – meeting with all stakeholders to determine which stories will be done in which iterations for the upcoming release. Do this by using Velocity (points per iteration). Slicing the stories – breaking down stories that are too large to be completed in 1 iteration

Over time, the cost of change will increase (requirements cheaper than design, cheaper than coding, cheaper than testing, cheaper than production)

Refactoring is the solution to technical debt.

Lead time – how long something takes to go through the entire process

Cycle time – how long something takes to go through part of the process. Part of lead time.

Excessive Work in Progress (WIP):
– Represents money invested with no return on investment yet
– Hides bottlenecks in processes & masks efficiency issues
– Represents risk in form of potential rework

Cycle time = WIP / throughput

Throughput: amount of work that can be done in a time period

Defects: must be fixed as soon as possible. Longer defects are left, more expensive to fix (e.g. work build on top of bad design).
Escaped Defects: defects that make it to the customer

Variance: meaure of how far apart things are (or vary)

Trend analysis measure that provides insight into future issues.
Lagging metric – provides information on something that has already happened
Leading metric – provides information on something that is about to occur or is occurring

Control limits: provide guidelines to operate within. E.g. 12-18 points per day and averaging 15. If outside limits, need to analyse (what did we do wrong, or what did we do so right to replicate again).

Risk management:
Risk adjusted backlog
Expected monetary value = impact ($) x Probability (%)

Risk severity = risk probability x risk impact

Risk burndown chart (some go up, some come down over time)

Problem solving as continuous improvement (team coming up with the solution will get about 20 answers correct in the exam)
Engage the team
Some problems can’t be solved

Kaizen – continuous improvement. Focus on the team to implement small incremental improvements. Ususally follows the Plan-Do-Check-Act (PDCA) cycle
Plan Develop Evaluate Learn

Process tailoring: amend methodology to better fit project environment. Change things for good reason, not just for the sake of change

Value Stream Maps: Optimise the flow of information or materials to complete a process. Reduce waste (waiting times) or unnecessary work.
Identify the product or service. Create a value stream map. Review to find waste. Create a new map with the desired improvement. Develop a roadmap to implement fixes. Plan to revisit it again.

Call us (2 minutes) > get course info (10 minutes) > register (12 minutes) > attend (20 minutes) > get certificate = 44 minutes
Goes to
Call us (2 minutes) > get course info (5 minutes) > register (5 minutes) > attend (3 minutes) > get certificate = 15 minutes

Project Pre-Mortems: Think what the failures might be. Create a list of reasons that can cause the failures. Review the project plan to determine what can be done to reduce or remove the reasons for failure

Retrospective (2 hours):

Set stage – 6 minutes – encourage participation – outline approach and topics for discussion
Gather data – 40 minutes – create a picture of what happened during the sprint. Start to collect information to be used for improvement
Generate insights – 25 minutes – analyse the data, helps to understand what was found
- Fishbone diagram
Decide what to do – 20 minutes – decide what to do about the problems that were found. How can we imrpove for the next iteration?
- Short subjects – decide what actions to take in next iteration: start doing, stop doing, do more of, do less of
- Smart goals – specific, measurable, attainable, relevant, timely
Close retrospective – 20 minutes – opportunity to reflect on what happened during the retrospective. Plus/Delta: make two columns of what the team will do more of and what to do less of

Fishbone diagram

Team self-assessments : to evaluate the team as a whole. Self organising? Empowered to make decisions? Belief in vision and success? Committed team? Trust each other? Constructive disagreement?

Hybrid Project Management Planning

Project work can range from definable vs high uncertainty
Defineable: clear procedures, proved successful on similar projects, car production or electrical appliance
Uncertainty: not done before, high rates of change, complexity and risk, software development, designing a house

Four life cycles

Predictive
Iterative
Incremental
Agile

Hybrid method 1 Agile development (design, develop, test), then predictive (release)

Most useful / used in companies

Hybrid method 2 Combined agile and predictive approach simultaneously (used when transisioning away from traditional predictive towards agile, by incorporating agile processes like standups, product backlog etc)

Hybrid method 3 Predominantely predictive with some agile (just for a tiny part of the project). E.g; changing roof on buildings, so small part of roof trying out different materials is agile, rest is predictive.

Hybrid method 4 Predominiately agile with some predictive (e.g. 3rd party integration module for payments, they don’t want to partcipate in your agile as not changing it)

Hybrid Fit for Purpose Use the method that is most valuable for you (your own hybrid method)