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27.
Controlling Processes – needed to regularly
measure project performance and to adjust
project plan
Take preventive actions in anticipation of
possible problems
Change Control – coordinating changes across
the entire project plan
Scope Change Control – controlling “scope
creep”
Schedule Control – adjusting time and project
schedule of activities
Chapter 3 – Project
Management Processes
64.
Scope Definition Tools & Techniques
Work Breakdown Structure – templates from
previous projects
Decomposition – subdividing major deliverables
into manageable components:
Major elements – project deliverables and project management
approach
Decide cost and duration estimates are appropriate at level of
detail
Constituent elements – tangible verifiable results to enable
performance management, how the work will be accomplished
Verify correctness of decomposition
All items necessary and sufficient?
Clearly and completely defined?
Appropriately scheduled, budgeted, assigned?
Chapter 5 – Project Scope
Management
65.
Scope Definition Outputs
Work Breakdown Structure (WBS) – a
deliverable-oriented grouping of project
assignments that organizes and defines the scope
of the project
Each descending level represents further detail; smaller and
more manageable pieces
Each item is assigned a unique identifier collectively known as
“code of accounts”
Work element descriptions included in a WBS dictionary
(work, schedule and planning information)
Other formats:
Contractual WBS – seller provides the buyer
Organizational (OBS) – work elements to specific org. units
Resource (RBS) – work elements to individuals
Chapter 5 – Project Scope
Management
66.
Scope Definition Outputs
Work Breakdown Structure (WBS)
First Level is commonly the same at the Project Life Cycle
(requirements, design, coding, testing, conversion and
operation)
First level is completed before the project is broken down
further
Each level of the WBS is a smaller segment of level above
Work toward the project deliverables
Break down project into tasks that
Are realistically and confidently estimable
Cannot be logically divided further
Can be completed quickly (under 80 hours rule of thumb)
Have a meaningful conclusion and deliverable
Can be completed without interruption
Chapter 5 – Project Scope
Management
67.
Scope Definition Outputs
Work Breakdown Structure (WBS) - Benefits
Prevent work slippage
Project team understands how their tasks fit into the overall
project and their impact upon the project
Facilitates communication and cooperation between project
team and stakeholders
Helps prevent changes
Focuses team experience into what needs to be done – results
in higher quality
Basis and proof for estimating staff, cost and time
Gets team buy-in, role identification
Graphical picture of the project hierarchy
Identifies all tasks, project foundation
Chapter 5 – Project Scope
Management
84.
Activity Sequencing Tools & Techniques
Precedence Diagramming Method (PDM) –
constructing network diagram using nodes to
represent activities and arrows to indicate
dependencies; also called Activity On Node
(AON)
Most project management software uses
Includes 4 types of dependencies:
Finish to Start – “from” activity must finish before “to” activity can
begin; most commonly used
Finish to Finish – “from” activity must finish before the next may
finish
Start to Start – “from” activity must start before next “to” activity can
start
Chapter 6 – Project Time
Management
89.
Activity Duration Estimating
Involves assessing number of work periods needed to
complete identified activities
Requires consideration of elapsed time, calendars,
weekends, and day of week work starts
Chapter 6 – Project Time
Management
90. Activity Duration Estimating Inputs:
Activity Lists
Constraints
Assumptions
Resource Requirements – amount of labor assigned to
activity
Resource Capabilities – human and material resources,
expertise
Historical Information
Project Files, or records of previous project results
Commercial Duration Estimates – useful when durations are
not driven by actual work (approval periods, material
resources)
Project Team Knowledge
Chapter 6 – Project Time
Management
94.
Schedule Development Inputs:
Project Network Diagram
Activity Duration Estimates
Resource Requirements
Resource Pool Description – availability patterns;
shared resources are highly variable
Calendars – define eligible work periods
Project Calendars affect all resources
Resource Calendars – affect specific resource pools or
individuals
Chapter 6 – Project Time
Management
95.
Schedule Development Inputs (continued):
Constraints
Imposed Dates – may be required
Key events or milestones – are initially requested and
become expected during project
Assumptions
Lead and Lag Time – dependencies may specify
time in order to satisfy relationship (example – 2
weeks to receive order)
Chapter 6 – Project Time
Management
96.
Schedule Development Tools & Techniques
Mathematical Analysis – calculating theoretical
early/late finish and start dates without regard
for resource pool limitations; indicate time
periods which activity should be scheduled given
resource limits and other constraints:
Critical Path Method (CPM) – single early/late start and finish date for
all activities. Based on specified, sequential network and single
duration estimate. Calculates float to determine flexibility
Graphical Evaluation and Review Technique (GERT) – probabilistic
treatment of network and activity duration estimates
Program Evaluation and Review Technique (PERT) - sequential
network and weighted average duration to calculate project duration –
differs from CPM by using mean (expected value) instead of most-
likely estimate in CPM
Chapter 6 – Project Time
Management
97.
Schedule Development Tools & Techniques
Critical Path Method: refers to estimating based on one
time estimate per activity
One time estimate per task (Most Likely)
Emphasis on controlling cost and leaving schedule flexible
Drawn using AOA diagrams
Can have dummy task
PERT (Program Review and Estimating Technique)
3 Time estimates per activity
Optimistic
Pessimistic
Most Likely
Emphasis on meeting schedule, flexibility with costs
Drawn on AOA diagrams
Can have dummy tasks
Chapter 6 – Project Time
Management
100.
Schedule Development Tools & Techniques
(continued)
Resource Leveling Heuristics – leveling
resources that apply to critical path activities
a.k.a. “resource constrained scheduling” – when
limitation on quantity of available resources;
sometimes called “Resource Based Method” –
often increases project duration
Project Management Software
Chapter 6 – Project Time
Management
101.
Schedule Development Tools & Techniques
(continued)
Project Manger’s role
Provide the team with the necessary information to
properly estimate the task
Complete a sanity check of the estimate
Formulate a reserve
Project Team should be involved; determine
task estimates
Historical Records
Guesses
Actual Costs
Benchmarks
Chapter 6 – Project Time
Management
104.
Schedule Development Outputs
(continued):
Supporting Detail – all assumptions and
constraints. May also include:
Resource requirement by time period (resource
histogram)
Alternative schedules (best/worst case)
Schedule reserve/risk assessments
Schedule Management Plan – how updates are
managed
Resource requirement updates – leveling and
activity impact
Chapter 6 – Project Time
Management
105.
Schedule Control:
Influencing factors which create schedule changes
to ensure changes are beneficial
Determining that schedule has changed
Managing actual changes as they occur
Inputs to Schedule Control:
Project Schedule – baseline approved, measure
against project performance
Performance Reports – planned dates met, issues
Change Requests
Schedule Management Plan
Chapter 6 – Project Time
Management
108.
Key knowledge points not in PMBOK
Need to know manual calculations of network
diagrams
Created after project charter and WBS (task estimates
and dependencies are determined)
Mandatory dependencies (Hard Logic) – inherent in
nature of work
Discretionary dependencies (Soft Logic) – based on
experience, desire or results
External dependencies – based on needs and desires of
organizations outside the project
Chapter 6 – Project Time
Management
109.
Methods to draw network diagrams
Activity on Node (AON) or Precedence
Diagramming Method (PDM)
Boxes represent tasks
Arrows show task dependencies
4 types of task relationships
Finish to Start (task must finish before next can start)
Finish to Finish (task must finish before next can finish)
Start to Start (task must start before next can start)
Start to Finish (task must start before the next can finish)
No dummy tasks used
Chapter 6 – Project Time
Management
114.
Estimating techniques in general:
Should be performed by entire project team
Project manager needs to provide information to allow
team to create estimates; sanity check; formulate reserve
Estimates are:
Guesses, Historical Records, Actual Costs, Benchmarks,
CPM, PERT
Critical paths determines the earliest completion date and
identifies tasks that need monitoring
Can be obtained by CPM, PERT and Monte Carlo
estimating techniques
Chapter 6 – Project Time
Management
116. General Comments:
Projects can have more than 1 critical path (increases
risk) and can involve dummy tasks
Negative float indicates that you are behind
Resource Leveling involves possibly letting schedule
and cost slip
Heuristics – just means “rule of thumb” e.g. 80/20
rule
Schedules are calendar based – makes this different
than a time estimate
Bar Chart a.k.a. Gantt chart (track progress, report to entire team
including stakeholders, control tool)
Network Diagram (to show task inter-dependencies, show project
organization, basis for project control)
Milestone chart (report to Senior management, shows major events)
Chapter 6 – Project Time
Management
117.
General Comments:
To shorten project schedule examine the critical path
Crashing – add more resources to the critical path tasks
Usually results in increased cost
Fast Tracking – performing tasks in parallel
Can result in re-work and increased risk
Best to select method that has least impact on the
project (is the importance on cost, risk or schedule?)
Chapter 6 – Project Time
Management
118.
General Comments:
Bar (Gantt) Charts
Weak Planning Tool, effective progress and reporting tool
Does not show interdependencies of tasks
Does not help organize the project more effectively
Network Diagrams (PERT, CPM, PDM)
Shows task interdependencies
Aids in effectively planning and organizing work
Provides a basis for project control
Milestone Charts
Only shows major events
Good for reporting to management and customer
Flow Charts
Depicts workflow and not commonly used for project
management
Chapter 6 – Project Time
Management
120.
Project Cost Management
Ensure that the project is completed within
budget
Concerned with cost of resources needed to
complete activities; consider effect of project
decisions on cost of using product “life-cycle
costing”
Most prospective financial impact of using the
product is outside the project scope
Consider information needs of stakeholders,
controllable and uncontrollable costs (budget
separately for reward and recognition systems)
Chapter 7 – Project Cost
Management
121. Project Cost Management
Estimating should be based on WBS to improve
accuracy
Estimating should be done by the person performing the
work
Having historical records is key to improving estimates
Costs (schedule, scope, resources) should be managed to
estimates
A cost (schedule, scope, baseline) should be kept and
not changed
Plans should be revised as necessary during completion
of work
Corrective action should be taken when cost problems
(schedule, scope and resources) occur.
Chapter 7 – Project Cost
Management
122.
Resource Planning:
Determining what physical resources and
quantities are needed to perform work
Inputs to Resource Planning:
Work Breakdown Structure
Historical Information
Scope Statement – justification & objectives
Resource Pool Description – what resources are
potentially available for resource planning
Organizational Policies – staffing, procurement
Chapter 7 – Project Cost
Management
123.
Inputs to Resource Planning:
Work Breakdown Structure
Network Diagram
Schedule
Risks
Historical Information
Scope Statement – justification & objectives
Resource Pool Description – what resources are
potentially available for resource planning
Organizational Policies – staffing, procurement
Chapter 7 – Project Cost
Management
124.
Resource Planning Tools & Techniques
Expert Judgment
Alternatives Identification
Resource Planning Outputs:
Resource Requirements – what type & how many
resources are needed for each activity in the Work
Breakdown Structure
Chapter 7 – Project Cost
Management
131.
Cost Budgeting
Involves allocation of total estimate to individual
work to establish a cost baseline to measure
performance
Cost Budgeting Inputs
Cost Estimate
Work Breakdown Structure
Project Schedule – includes planned start and
finish dates for items costs are allocated to
Needed to assign costs during the time period when the
actual cost will be incurred
Chapter 7 – Project Cost
Management
133.
Cost Control
Concerned with influencing factors that create
changes to the cost baseline that are beneficial
Determining that the cost baseline has changed
Managing actual changes as they occur
Monitor cost performance to detect variances
Record all appropriate changes accurately in the cost baseline
Preventing incorrect, unauthorized changes being included in
the cost baseline
Informing stakeholders of authorized changes
Determine the “why’s” of positive and negative variances
Integrated will all other control processes (scope, change, schedule,
quality)
Chapter 7 – Project Cost
Management
134.
Inputs to Cost Control
Cost Baseline
Performance Reports – meet, exceed budget
50/50 Rule – task is considered 50% complete when it begins and gets credit for
remainder 50% only when completed
20/80 Rule - task is considered 20% complete when it begins and gets credit for
remainder 80% only when completed
0/100 Rule – task only credited when fully completed
Change Requests
Cost Management Plan
Tools & Techniques of Cost Control
Cost Change Control System – defines the procedures by which the cost
baseline may be changed
Performance Measurement – assess magnitude of cost variations (Earned
Value Analysis) and what is causing the variance
Additional Planning – examine alternatives
Computerized Tools – forecast planned costs, track actual costs, forecast
effect of cost changes
Chapter 7 – Project Cost
Management
135.
Cost Control Outputs
Revised Cost Estimate
Modifications to cost information; require stakeholder approval and
adjustments to other project areas
Budget Updates – changes to approved cost baseline; revised in
response to scope changes
Corrective Action
Estimate at completion – (EAC) – forecast of total
expenditures
Actual to date plus remaining budget modified by a factor (cost
performance index)
Current variances are seen to apply to future variances
Actual to date plus new estimate for remaining work
Original estimates are flawed, or no longer relevant
Actual to date plus remaining budget
Current variances are typical and similar variances will not occur in the
future
Lessons Learned
Chapter 7 – Project Cost
Management
136.
Earned Value Analysis
Integrates cost, schedule and scope
Better that comparing projected vs. actual because
time and cost are analyzed separately
Terms:
BCWS – Budgeted Cost of Work Scheduled (how much
work should be done)
BCWP – Budgeted Cost of Work Performed a.k.a.
Earned Value (how much work is budgeted, how much
did we budget)
ACWP – Actual Cost of Work Performed (how much
did the completed work cost)
Chapter 7 – Project Cost
Management
137.
Earned Value Analysis
Terms:
BAC – Budget at Completion (how much did you
budget for the total job)
EAC – Estimate at Completion (what do we expect the
total project to cost)
ETC – Estimate to Completion (how much more do we
expect to spend to finish the job)
VAC – Variance at Completion (how much over/under
budget do we expect to be)
Chapter 7 – Project Cost
Management
139.
Earned Value Analysis
Formulas
Schedule Performance Index (SPI): BCWP
BCWS
I am only progressing x % of the planned rate
Estimate at Completion (EAC): BAC
CPI
As of now we expect the total project to cost x$
Estimate to Complete (ETC): EAC – ACWP; how much
will it cost from now to completion
Variance at Completion: BAC – EAC; when the project
is over how much more or less did we spend (most
common way of calculating EVA
Chapter 7 – Project Cost
Management
BCWP
BCWS
BAC
CPI
143.
Accounting Standards
Net Present Value: total benefits (income or revenue) less
the costs. NPV is the sum of each present value of each
income/revenue item
Internal Rate of Return (IRR): company may select project
based on highest IRR
Payback Period: number of time periods it takes to recover
the investment in the project before generating revenues
Benefit Cost Ratio (BCR): compares costs to the benefits of
different projects
Greater than 1 means benefits are greater than costs
Less than 1 means costs are greater than benefits
Opportunity Cost: opportunity given up by selecting one
project over another
Chapter 7 – Project Cost
Management
144.
Accounting Standards
Sunk Costs: expended costs. Sunk costs should not be
considered when determining to continue with a troubled
project
Law of Diminishing Returns: the more that is put in the
less of an outcome is received
Working Capital: current assets – current liabilities
Variable Cost: costs that change with the amount of
production or the amount of work (materials, wages)
Fixed Cost: non-recurring costs that do not change
Direct Cost: directly attributable to project work (travel,
wages, materials)
Indirect Cost: overhead items or costs for the benefit of
more than one project (taxes, fringe benefits)
Chapter 7 – Project Cost
Management
145.
Accounting Standards
Depreciation: assets lose value over time
Straight Line depreciation: same amount is taken each
year
Accelerated Depreciation: 2 forms
Double Declining Balance
Sum of the Years Digits
Life Cycle Costing: includes operations and
maintenance phases
Value Analysis: find a less costly way to do same work
Make or Buy decisions – at Development (Planning)
phase, not conceptual phase
Chapter 7 – Project Cost
Management
146. Accounting Standards
Project Objectives – are not necessarily needed to fund project
Project Definition – focus on end product initially; costs and benefits
will be evaluated later
25% of project lifecycle expended at end of planning
No guarantees; only most likely results
Line of Balance charts are used for manufacturing
Negative Float – the late start date is earlier than the early start
date
Value Engineering/analysis – does not trade performance for
cost
Prospectus – profitability and technical feasibility used to solicit
funding
Chapter 7 – Project Cost
Management
147.
Accounting Standards
Definitive Estimate –most precise/accurate estimate for
determining project costs
Management Reserve – over time PM wants no change to
reserve; customers wants $ back
Cost and Schedule Data – predicts future performance
ROI, Nest Present Value and Discounted Cash Flow – all
can be used to measure total income vs. total $ expended
Undistributed budget – budget that contains approved
scope changes but are not planned yet
Depreciation is not a measurement of profitability
Pay Back Period - # of periods required to recover the
initial investment
Chapter 7 – Project Cost
Management
148.
Project Quality Management
Processes required to ensure that the project will
satisfy the needs for which it was designed
Includes all activities of the overall management
function that determine the quality policy,
objectives, and responsibilities. These are
implemented by quality planning, quality control,
quality assurance, and quality improvement.
Chapter 8 – Project Quality
Management
149.
3 major processes:
Quality Planning – identifying quality standards that
are relevant to the project (Plan); Project Manager, Project
Owner
Quality Assurance – evaluating overall project
performance to provide confidence that project will satisfy
relevant quality standards (Implement or Execution);
Project Team
Quality Control – monitoring specific results to comply
with quality standards and eliminating unsatisfactory
performance causes (Check or Control); Project Manager,
Project Team
Compatible with ISO 9000 and 10000 series
Proprietary and non-proprietary approaches (total quality
management
Must address the management of the project and the product
Chapter 8 – Project Quality
Management
152.
Tools &Techniques for Quality Planning
Benefit/Cost Analysis – consider trade-offs, benefit is less
rework; cost is expense of project management activities
Benchmarking – comparing actual or planned practices to
those of other projects
Flowcharting
Cause and effect diagramming (Ishikawa or fishbone
diagrams) illustrate how causes relate to potential problems or
effects
System or Process flowcharts – show how various elements of
the system interrelate
Helps anticipation of what and where quality problems may occur
Design of Experiments – analytical technique which
defines what variables have most influence of the overall
outcome
Cost and schedule tradeoffs
Chapter 8 – Project Quality
Management
153.
Outputs from Quality Planning
Quality Management Plan – describes how team will
implement its quality policy; describes the project quality
system – organizational structures, responsibilities,
procedures, processes and resources needed to implement
quality management
Operational Definitions – defines how an item is measured
by the quality control process. Also known as Metrics.
Checklists – structured tool used to verify that a set of
required steps has been performed
Inputs to other processes – may identify a need for further
activity in another area
Quality Assurance
All planned and systematic activities implemented within the
quality system to provide confidence that the project will satisfy
quality standards
Chapter 8 – Project Quality
Management
154.
Inputs to Quality Assurance
Quality Management Plan
Results of quality control measurements (testing)
Operational definitions
Tools & Techniques for Quality Assurance
Quality planning tools & techniques
Quality Audits – structured review of quality management
activities to identify lessons learned
Outputs from Quality Assurance
Quality improvements – taking action to increase the effectiveness
and efficiency of the project to provide added benefits to the
stakeholders
Most likely will involve change control
Chapter 8 – Project Quality
Management
156. Inputs to Quality Control
Work results – include process and product results
Quality Management Plan
Operational Definitions
Checklists
Tools & Techniques for Quality Control
Inspection – activities such as testing to determine if results
comply with requirements
Control Charts – plot results over time
Pareto diagrams – frequency of occurrence that identifies type or
category of result (80/20 rule) – guides corrective action
Statistical sampling – select population of interest for inspection
Flowcharting
Trend Analysis – forecast future outcomes based on historical
results
Technical performance (# of errors identified; # of errors that remain)
Cost and Schedule performance (activities per period with significant variances)
Chapter 8 – Project Quality
Management
159.
Tips from the Review Guide
ISO 9000 or 10000 – standards to ensure that
corporations follow their own quality procedures
Total Quality Management – continuous
improvement in business practices
Normal Distribution – most common probability –
used to measure variations
Standard deviation (sigma) – measure how far away
from the mean (dotted vertical line)
3 or 6 sigma – represents level of quality
+/- 1 sigma equal to 68.26%
+/- 2 sigma equal to 95.46%
+/- 3 sigma equal to 99.73%
+/- 6 sigma equal to 99.99%
Chapter 8 – Project Quality
Management
160. Tips from the Review Guide
Responsibility to quality – entire organization
Ultimate – employee
Overall or Primary – Project Manager
Design and Test Specifications – engineer
Prevention over inspection – quality must be planned in
not inspected in
Chapter 8 – Project Quality
Management
161.
Tips from the Review Guide
Cost of conformance vs. non-conformance
Quality Training vs. rework
Studies vs. Scrap
Surveys vs. Inventory Costs and warranty costs
Quality Planning (Plan) – determine what will
be quality on project and how quality will be
measured – done during Planning Phases
Identifying which standards are relevant to project – how to
satisfy them
Benchmarking – look at past projects to determine ideas for
improvement
Cost Benefit Analysis
Flowcharts (fishbone)
Chapter 8 – Project Quality
Management
166.
Tips from the Review Guide
Quality Control Tools
Out of Control – process is out of control when:
A data point falls outside of the upper or lower control limit
Non-random data points are within the upper control and
lower control limits
Rule of 7 – non-random points outside the mean - process
should be investigated
Assignable Cause – data point the requires investigation to
determine the cause of the variation
Chapter 8 – Project Quality
Management
170.
Review Guide Tips
Marginal Analysis: optimal quality is reached
when incremental revenue from improvement
equals the incremental cost to secure
Standard Deviation: how far away from mean
Variable: characteristic you want to measure
Attribute: measurement (subjective or objective)
Ultimate Responsibility – Employee
Overall Responsibility – PM
Design/Test Specifications - Engineer
Chapter 8 – Project Quality
Management
171.
Review Guide Tips
If quality sample size increases, the quality
control band decreases
Product Cost plus Operations and Maintenance
costs increase perceived value when balanced
Cost of Conformance = training
Crosby Absolutes of Quality – performance of
standard is zero defects and the measurement
system is the cost of non-conformance
Deming & Japanese are associated with Quality
Improvement programs
Quality Control – performed by operating
Chapter 8 – Project Quality
Management
172.
Review Guide Tips
Quality objectives are approved in conceptual
stage by project owner
QA – auditing function that provides feedback to
team and client about quality of output being
produced
If sample size is a constant and acceptance
numbers increase, the producers risk decreases
and consumer risk increases
85% of costs of quality are direct responsibility of
management
Chapter 8 – Project Quality
Management
174.
Project Human Resource Management
1,9 manager = good relationship with team
Project Organization
Conflict between PM and Functional Managers
Dual allegiance of team members
Complex prioritization of resources
Loss of developed procedures on project dissolution
Compromise = both sides will lose
Delegation
Defer the decision
Interpreted as passive
Emphasize task vs. personnel
Can be frequently used
Chapter 9 – Human Resource
Management
181.
Staff Acquisition
Ensure resources are available for project work
Inputs to Staff Acquisition
Staffing Management Plan
Staffing Pool Description
Previous experience
Personal interests
Personal characteristics
Availability
Recruitment Practices
Chapter 9 – Human Resource
Management
182.
Tools & Techniques for Staff Acquisition
Negotiations with functional managers and other
teams
Staff utilization and corporate politics
Pre-assignment – result of a competitive
proposal, or an internal initiative
Procurement – outside services are needed
(lacking internal skills or availability can not be
met)
Outputs from Staff Acquisition
Project staff assigned
Project Team Directory – contact list
Chapter 9 – Human Resource
Management
184.
Tools & Techniques for Team Development
Team-building activities
General Management Skills
Reward and recognition systems
Promote desired behavior
Must be achievable; apply to the project
Cultural differences recognition
Co-location – place members in physical location
Training – enhance skills, knowledge, and capabilities of
project team
Must be factored in cost analysis of project
Chapter 9 – Human Resource
Management
186.
Review Guide Tips
Roles and responsibilities
Project Manger – plan, estimate and schedule of project
Team – help prepare the WBS, Network Diagrams, and
estimate time for tasks, complete tasks
Senior Management – approve Overall project plan, budget
and schedule and to approve any changes that are made to
those figures
The person experiencing the problem must try to solve it
themselves as long as means are in their control
Powers:
Formal (legitimate)
Reward
Penalty (coercive)
Expert (earned)
Referent – authority of a higher position
Chapter 9 – Human Resource
Management
187.
Review Guide Tips
Best are Expert and Reward; Penalty is the worst
Formal, Reward and Penalty derived from PM’s position
within the company
Conflict
Inevitable consequence of organizational interactions
Can be beneficial
Resolved by identifying the causes and problem solving by
people that are involved & their immediate manager
Nature of project
Limited power of the project manager
Necessity for obtaining resources from functional managers
Chapter 9 – Human Resource
Management
189.
Review Guide Tips
Motivational Theories
Maslow’s Hierarchy of Needs – people work to get a
chance to contribute and use their skills
‘self-actualization’
McGregor’s Theory of X and Y
X – people need to be watched every minute
Y – people willing to work without supervision
Herzberg’s Theory – poor hygiene factors destroy
motivation but improving them will not improve
motivation
Motivating Agents
Responsibility
Self-actualization
Chapter 9 – Human Resource
Management
190.
Review Guide Tips
Responsibility Charts
Matrix – cross references team members with tasks (does
not show time – when job is done)
Histogram – months vs. number of resources
Gantt Chart – shows when staff allocated to tasks
Leadership Skills
Directive
Facilitating
Coaching
Supportive
Team Building Skills
Chapter 9 – Human Resource
Management
191.
Review Guide Tips
Projectized Organization
Conflict between PM and Functional Managers
Dual Allegiance of team members
Complex prioritization of resources
Loss of developed procedures on project dissolution
Compromise – both sides will lose
Delegation
Defer the decision
Interpreted as passive
Emphasize task vs. personnel
Can be frequently utilized
Chapter 9 – Human Resource
Management
192.
Project Communications Management
Processes to ensure timely and proper generation,
collection, dissemination and disposition of
project information
General communications management
Communications Planning – determining informational
needs, who needs what and when; 90% of PM’s time is
spent communicating
Information Distribution – making information
available
Performance Reporting – collecting and disseminating
project information
Administrative Closure – formalize project/phase
completion
Chapter 10 – Project
Communications Management
193.
Communications Planning
Determining information requirements of stakeholders
Tightly linked with organizational planning
Inputs to Communications Planning
Communication requirements – sum of the information
requirements of the stakeholders
Define type and format of information with analysis of value of
information
Project organization and stakeholder responsibility
relationships
Disciplines, departments and specialties involved in project
Logistics of number of individuals at location
External communication needs (media)
Chapter 10 – Project
Communications Management
195.
Tools & Techniques for Communication Planning
Stakeholder analysis – informational needs should be
analyzed to develop methodology suited for the project;
eliminate unnecessary information or technologies
Outputs from Communications Planning
Communication Management Plan
Collection and filing structure to detail the gathering and
storage of information; updating and dissemination
Distribution structure – who gets info in certain format;
compatible with project organization chart
Description of information included – format, level of detail,
conventions
Production schedules of each type of communication
Methods for accessing information
Method for updating and refining communications plan
Chapter 10 – Project
Communications Management
197.
Tools & Techniques for Information
Distribution
Communication Skills – used to exchange
information. Sender is responsible for clarity; receiver is
responsible for receipt and understanding
Information retrieval systems – filing systems,
software
Information distribution systems – meetings,
correspondence, networked databases, video/audio
conferencing
Outputs from Information Distribution
Project Records – maintained in an organized fashion
Chapter 10 – Project
Communications Management
199.
Tools & Techniques for Performance Reporting
Performance reviews – meetings to assess status
Variance Analysis – comparing actual results to planned or
expected results (baseline); cost and schedule most frequent
Trend Analysis – examining results over time to determine
performance
Earned Value Analysis – integrates scope, cost and
schedule measures – calculate 3 keys:
Budgeted Cost of Work (BCWS) – portion of approved cost estimate
planned to be spent on activity during a given period
Actual Cost of Work Performed (ACWP) – total of direct and indirect
cost incurred in accomplishing work on activity in a given period
Earned Value (Budgeted Cost of Work Performed – BCWP) –
percentage of total budget equal to percentage of work actually
completed
Cost Variance (CV) = BCWP – ACWP
Schedule Variance (SV) = BCWP – BCWS
Cost Performance Index (CPI) = BCWP/ACWP
Chapter 10 – Project
Communications Management