Project Managment Book of Knowledge PMBOK
Project Managment Framework Project
Program
A project is a temporary endeavor undertaken to create a unique product, service or result.
Is a group of releated project managed in a coordinated way to obtain benefits and controll not available from managing them individually.
Project Managment Is the application of knowledge , skills, tools and techniquesto project activities to meet project requirements. Project Manager Is the person responsible for accomplishing the project objectives.
Portfolio It refers to a collection of projects or programs or other works that are grouped together to facilitate effective managment of that work to meet strategic buisness objectives. Project Managment Office (PMO) Is an organizational unit to centralize and coordinate the managment of projects under its domain.
ORGANIZATIONAL STRUCTURES Project Coordination
PROJECT ORGANIZATIONAL Project Coordination
FUNTIONAL
PM T
PM
PM
T
T
T
WEAK MATRIX ORGANIZA-
BALANCE MATRIX ORGANIZATION
Project Coordination PM
STRONG MATRIX ORGANIZATION
PMO
PM PM PM
PROJECT MANAGMENT PROCESS GROUPS 49 Processes
Initiating
Executing
Planning
2
24
Monitoring and Controlling 12
10
Closing 1
Project Integration Managment Inputs: - Bussines case --> Analys / Cost benefit - NPV - TIR - IRR - PB -Enterprise environmental factors (EEF´s) -Organizational Process Assets (OPA´s)
4.1 Develop Project Charter
4.3 Manage Project Knowledge
Tools and techniques: - Expert judgment -Brainstorming or Delphi technique -Focus groups -Meeting Outputs: - Project charter (Description, justify, objectives, assumptions, constraints)
4.2 Develop Project Mgt Plan
Outputs: -Project Managment Plan: Subsiiary plans: - Scope mgt plan - Schedule - Cost - Quality - Resources - Communication - Risk - Procurment - Stakeholders
Tools and techniques: -Knowledge Managment (Explicito y Tácito)
Inputs:
4.5 Monitor and Control Project
-Project Mgt plan -Work performance Information Tools and techniques: -Variance analysis Outputs: -Change request (corrective actions, preventive actions, defect repair)
Inputs:
4.6 Integrated Change Control
4.3 Direct and Manage Project Work
Imputs: -Lesson Learned
-Change Request Tools and techniques: -Change control tools -Change control board (authorized)
Tools and techniques: -PMIS (Project Managment Integration Systems) Outputs: -Deliverable -Work performance data (real time, cost)
Inputs:
4.7 Close Project
-Accepted Deliverables Tools and techniques: -Final products, result transition, servies -Final report
Project Scope Managment
Outputs:
5.1 Plan Scope Managment
Outputs: -Scope Managment Plan -Requirements Managment Plan
5.4 Create WBS
-Scope Baseline: 1.Scope Statement 2. WBS 3.WBS Disctionary Project P-01
P-02
Tools and techniques: -Brainstorming --- Delphi -Focus Groups --- Experts -Benchmarking -Context Diagram
5.2 Collect Requirements
Outputs:
5.5 Validate Scope
Outputs: -Accepted Deliverables --- Formal Accepted
-Requirements -Requirements Traceaability Matrix REQ
Origin
A B C D E
Juan Luis Pepe Juan Luis
Objective
1 2 3 4
Outputs:
5.6 Cotrol Scope
-Change Request Corrective Action Preventive Action Defect Repair Performe Integrated Change
Outputs: -Project Scope Statement
5.3 Define Scope
Requierements Approved
Exclusions
P-03
Project Scope Managment
6.1 Plan Schedule Managment
Tools and Techniques:
Outputs: -Schedule Managment Plan
6.4 Estimate Activity Duration
Tools and Techniques:
6.2 Define Activies
-Expert Jugment -Analogue Estimation -Parametric Estimation -Bothom-up -Three Point Estimation O (Optimistic) M (Most Likely) O+4M+P P (Pessim) PERT= 6 2
Variance=(P-O/6)
-Descomposition -Rolling Wave Planning: To plan in near term
Outputs:
Outputs:
-Duration Estimation
Standar Des=(P-O/6)
-Activity List -Milestones List Project P-02
P-01 P-01
P-03 Tools and Techniques:
A B C
-Critical Path Method (CPM)
6.5 Develop Schedule
Tools and Techniques: -Procedence Diagram Method (PDM) or Activities of Nodes (AON)
ES EF LS LF
Act.
Pred.
Duration
A B C D E
A A B,C D
3 5 3 4 2
Holgura =LS-ES
3
B A
6.3 Sequence Activities
8
B,5 0
D
Dependency Determination: Finish to Start (FS) Start to Start (SS) Finish to Finish (FF) Start to Finish (SF) Outputs: -Project Schedule Network Diagram
A,3
0
C
3 3
Agil:
5.6 Cotrol Schedule
3
8
8
3
6
8
12
D,4 12
C,5 5
8
-Normal -Fast Tracking -Crashing
+Risk +$
Project Cost Managment
7.1 Plan Cost Managment
Outputs: -Cost Managment Plan
7.4 Cotrol Cost
Tools and Techniques: -Earned Value Analysis -Forecasting -To Complite Performance Index
Earned Value Tools and Techniques:
7.2 Estimate Costs
-Expert Jugment -Analogue Estimation -Parametric Estimation -Bothom-up -Three Point Estimation O (Optimistic) M (Most Likely) P (Pessim)
PV=Planned Value AC=Actual Cost EV=Earned Value = PV(%Accumulated) Cost Variance CV=EV-AC Cost Performance Index CPI=EV/AC
Outputs:
Schedule Variance
-Cost Estimated
SV=EV-PV
Act.
Cost
A B C D E
-
+ Underbudget - Overbudget
>1 Underbudget <1 Overbudget
+ Ahead Schedule - Behind Schedule
Schedule Performance Index SPI=EV/PV
>1 Ahead Schedule <1 Behind Schedule
Forcasting BAC=Budget at Complation EAC=Estimate at Complation ETC=Estimate to Complete VAC=Variance at Complation EAC=BAC/CPI
7.3 Determinate Budget
Tools and Techniques: -Cost Agregation Outputs: -Cost Baseline
ETC=EAC-AC VAC=BAC-EAC To complete Performance Index TCPI=
BAC-EV BAC-AC
Project Quality Managment 7 Basic Quality Tools.
8.1 Project Quality Managment
1. Check Sheet A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes.
Feature A B C D E
Register XXX XX XXXX XXX XXX
2. Histogram The most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs.
3. Paretto Chart Shows on a bar graph which factors are more significant.
8.2 Manage Quality
4. Cause-Effect | Ishisawa | Fish Bone Identifies many possible causes for an effect or problem and sorts ideas into useful categories. 5. Control Chart Graphs used to study how a process changes over time. Comparing current data to historical control limits leads to conclusions about whether the process variation is consistent (in control) or is unpredictable (out of control, affected by special causes of variation).
8.3 Control Quality
6. Scatter Diagram Graphs pairs of numerical data, one variable on each axis, to look for a relationship. 7. Process Flow Diagram (Stratification) A technique that separates data gathered from a variety of sources so that patterns can be seen
Top X Bottom x
S
Project Resources Managment
9.3 Acquire Resources
Tools and techniques: -Data representation R esponsable A ccountable C onsulted I nformed Team
9.1 Plan Resource Managment
A B C D E
A1 R C
Tools and techniques: -Pre-assigment -Negotiation -Project Team
A2
A3
A A
CI -
Tools and techniques:
-Organization Theory --- Reward Maslow Hierchy of Needs Theory X ---> Micromanagment Theory Y ----> Auto-Motivation Expentacy Theory ----> $ Herzberg Theory: Health or Promote Halo Efect
9.4 Develop Team
Outputs:
-Team Development phases 1. Forming 2.Storming 3.Norming 4.Performing 5.Adjourning -Colocation ---> Warm-Room -Conflict Managment Avoiding (Withdraw) Lose-lose Smothing, Lose-lose Collaboration, Yield Confronting, Problem Solving, win-win Forcing, Win win
-Resource Managment Plan
Tools and techniques:
9.5 Manage Team
Tools and Techniques:
9.2 Estimate Activity Resources
-Analogue -Parametric -Bottom-up
-Leadership --> Types of power Formal Expert Referent Punishment
Outputs: -Resource Breakdown Structure RBS Materials
Equipment
Workforce
Outputs:
7.6 Control Resources
-Change Request: Corrective Preventive Defect Repair Integrated Change Control
Project Communication Managment Tools and Techniques:
10.1 Plan Communication Managment
-Communication Requirement Analysis -Communication Channels CC=
N(N-1) 2
-Communication Models Sample Basic: Sender - Reciver
Transmit Message Encode
Decode Noise
Sender
Decode
10.2 Manage Communication
10.3 Monitor Communication
Medium Noise Feedback Message
-Communication Methods Interactive (Face to face) Push (Mail) Pull (Database)
-Communication Skills -Communication Competences -Feedback -Nonverbal -Presentations -Formal Written/Verb -Informal -Written Form -Spoken -Formal or Informal -Through Gestures -Through Meedia -Choice of Words
Receiver
Encode
Project Risk Managment Tools and Techniques: Outputs:
11.1 Plan Risk Managment
-Risk Managment Plan -RBS (Risk Breakdown Structure) RBS PM
Technical
Commercial External
-Data Analysis Simulation ---> Monte Carlo
11.4 Perform Quantitative Risk Analysis
EMV- Expected Monetary Value Summe(P%)(Costs) -->Respect Sign
-Brainstorming ---> Delphi -Root Cause Analysis -SWOT (Strenght, Weaknesses, Opportunities, Threats) -PROMPT list: PESTLE, TECUP, VUGA
Tools and Techniques:
Outputs: -Risk Register Risk
Probability
Tornado Diagram
Correlation with Project Duration
Tools and Techniques:
11.2 Identify Risks
e urv C S
Impact
A B C D
11.5 Plan Risk Response
-Strategies for Threats Escalate (No PM, by Programm) Avoid (Removing, Extending) Transfer (Insurance, garanty) Mittigate (Reduce Likelihood) Accep -Strategies for Oportunities Escalate (No PM, by Programm) Exploit (Make to happen) Share Enhance (Increse probability) Accept
Tools and Techniques:
-Low Risk in Watch List (For future Monitoring)
11.6 Implement Risk Responses
Trigger | Warn Sign Secunday Risk Residual Risk
Probability and Impact Matrix Hight Probability
11.3 Perform Qualitative Risk Analysis
-Data Analysis Risk Data Quality Assessment Risk Probability and Impact Assessment
M
H
H
L
M
H
L
L
M
Impact
Hight
11.7 Monitor Risk
Outputs: -Change Request -Risk Register Update
Project Procurement Managment
Imputs: -OPA´S Preapproved Seller List -Contract Type FIXED PRICE CONTRACT FFP (Firm Fixed Price) FPIF(Fixed Price Incentive Fee) FPEPA (Fixed Price with Economical Price Ajustment) COST-REIMBURSABLE CONTRACTS CPFF (Cost Plus Fixed Fee) CPIF (Cost Plus Incentive Fee) CPAF (Cost Plus Award Fee)
12.1 Plan Procurement Managment
Tools and techniques:
12.2 Conduct Procurement
-Advertising -Bidder Conferences Outputs: -Selected Sellers -Agreements
TIME AND MATERIAL CONTRACT Time and Means Tools and Techniques: -Source Selection Analysis Least Cost Qualification Only Quality and Cost-Based Sole Source Fixed Budget -Procurement State of Work (SOW) -Terms of Reference (TOR) -Procurement Strategy Delivery Methods Contract Payment Types Procurement Phases -BID Documents RFI (Request for Information) RFQ (Request for Quotation) RFP (Request for Proposal) -Independent Cost Estimate
Tools and techniques:
12.3 Control Procurement
-Claims Analysis -Data Analysis Performance Reviews Earn Value Analysis Trend Analysis -Inspection -Audits Outputs: -Closed Procurement -Update OPA´s -Seller Performance
Project Stakeholder Managment
Tools and Techniques:
13.1 Identify Stakeholders
-Brainstorming -Brainwriting -Stakeholder Analysis Interest Rights Ownership Knowledge Contribution -Representation Power/Intereset Grid Power/Influence Grid Impact/Influence Grid Stakeholder Cube Salience Model: Power, Urgency, Legitimate -Direction of Influence Upward (Senior, Sponsor) Downward (Team) Outward (Suppliers) Sideward (Collaboration) -Priorization
Imputs:
12.3 Manage Stakeholder Engagement
-Project Managment Plan -OPA´s -EEF -Project Documents Outputs: -Change Request
Tools and Techniques: -Stakeholder Register Identification Information Assessment Information Stakeholder Classification
12.4 Monitor Stakeholder Engagement
Tools and Techniques:
13.2 Plan Stakeholder Engagement
-Stakeholder Engagement Assessment Matrix Unaware Resistant Neutral Supportive Leading Outputs: -Stakeholder Engagement Plan Stakeholder A B
X C
X
X
C
D D
X C=Current D=Desire
Outputs: -Change Request