Strategy for managing, monitoring, and controlling scope, schedule, and cost
Update Management plans when requirements change
Scope
Managed through the Scope Management Plan, involving processes for defining, monitoring, and controlling scope
Changes are managed via formal change control.
Schedule
Controlled using the Schedule Management Plan with tools like Gantt charts and schedule compression techniques
Cost
Managed through the Cost Management Plan using methods like Earned Value Management (EVM) to track performance
Organizational Process Assets (OPAs)
Organizational knowledge repositories: Processes, procedures, policies owned by the PMO
Organizational Structure:
Functional
Common org. structure; grouped by specialization (accounting, marketing, etc.); PM has little to no power.
Project-Oriented
Organized by projects; PM has control; team members have “no home.”
Matrix
Team members report to both PM and functional manager.
Strong Matrix
Power with PM.
Weak Matrix
Power with Functional Manager; PM is part-time; PM’s power over resources is low
Performance Measurement Baselines
Scope, schedule, cost; included in the PM plan
Actual performance vs planned performance
Performance bad = risk analysis bad = visit risk management process
How to Answer Questions:
Technique or Process?
Document, Plan, or OPA?
Initiating and Planning?: No change request required to change anything
Next Action or Best Action?: Record the issue, but this doesn’t solve it
WBS Dictionary
Provides detailed deliverable, activity and scheduling information for each component in the WBS
Change Management plan
Outlines the procedures and policies for handling changes including:
Change Control Procedures - General policies for change approval, validation and implementation
Change Control Board (CCB) - Rules and responsibilties for the board that approves changes
Change Authorization procedures - Levels of authority for authorizing changes
Change Control System - Part of project management information system (PMIS) for tracking and controlling changes
Cost Management plan
Describes how the project cost will be planned, structured and controlled
Includes variances and threshold estimates - determines what estimating methods to be used
Cost Estimates (Total cost of everything)
Qualitative assessments of the costs required to complete project work as well as contingency reserves for identified risks and management reserves for unplanned work and unidentified risks
Basis of estimates
Amount and type of additional details supporting the cost estimates
Used as a reference for the evaluation of performance
Cost Baseline
Approved version of the project's budget excluding management reserves
Actual performance is measured against this
Can only be chnaged through formal change control procedures
Cost Budget
Cost baseline + Management reserves
Management reserves
Funds set aside for unforeseen risks that are not identified in the risk register
Not included in the cost baseline but are part of the overall project budget
Contingency reserves
Included in the cost baseline
Funds allocated to address identified risks
Risks are controlled by the project manager
Value Analysis or Value Engineering
Finding the lowest cost method to do the work without affecting the scope
Earned Value analysis
Compares the performance measurement baseline vs the actual schedule and cost performance
Quality Management Plan
Describes how policies, procedures and guidelines will be implemented to achieve the quality objectives
Includes quality standards
describes what to do with non-conforming products and what corrective action to implement
Control quality
Ensuring product meets quality standards
Cost of quality (CoQ)
Performed during the Plan Quality Management process
Quality Marginal Analysis
Quality vs Cost
Too much emphasis on quality may not produce a higher value
Check Sheets
Tally sheets used for collecting useful data about a potential quality issue
Control Charts
Sigma Standard Deviation
To achieve organisational correctness with extremely reduced variances
Quality Improvement Methods
Six Sigma
5 phases - Define, Measure, Analyse, Improve, Control
Flowcharts
Display the sequence of effects that led to a defect
Quality Control Measurements
Cause and Effect Diagrams
Fishbone diagrams or Ishikawa diagrams
Break down the cause of problems in to discrete branches
Histograms
Graphical representation of numerical data with three categories
Pareto Chart
Bar chart used to identify which root causes are resulting in the most problems (80/20)
Scatter diagrams
Graphs showing relationship between two variables
Total Quality Management
All members participate in improving processes, culturem products and quality
Resources Management
Resource requirements
Identify the types and quantity of resources needed for each work package or activity
Requirements Traceability Matrix
Links product requirements to deliverables
Resource breakdown structure
Hierarchical representation of resources by category and type
Resource Management methods
Just in time manufacturing
Receiving goods only as they are needed
Reduces inventory costs
Kaizen
Continuous improvement
Everyone is encouraged to contribute ideas for improvement
Total productive maintenance (TPM)
Emphasizes preventing breakdowns, eliminating defects, proactive training and automation/maintenance
Theory of constraints
Managing most significant limiting factor that hinders achieving the goal
Resource Management Plan
Provides guidance on how project resources should be categorised, allocated, managed and released
Recognition Plan
Details which recognition and rewards/punishment will be given to team members and when
Team Charter
Establishes team values, agreements and operating guidelines for the team
Tuckman Ladder
Managing a team has 5 stages
Forming - Members are polite and behave independently
Storming - Tension, disagreement, conflict
Norming - Begin to work together
Performing - Efficiency
Adjourning - Disbands after project completion
Maslow's hierarchy of needs
McClelland theory of need
People are motivated by three factors:
Affiliation
Power
Achievement
Herzberg's two factor theory
Hygiene (Salary, status and security)
Motivation (recognition and self-actualization)
Communications management
Project Communcations
Reports on all aspects of projects such as performance reports, deliverable status, schedule progress, cost incurred, presentations and other informations required by stakeholders
Communication Channels
Channels = n(n-1)/2
n represents number of individuals who could potentially communicate with one another
Stakeholder engagement assessment matrix
Displays gaps between the current and desired engagement levels of individual stakeholders
Communication Management Plan
Describes how the project communications will be planned, structured, implemented and monitored for effectiveness