Agile
PMP EXAM
QUICK REFERENCE GUIDE
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
THE PMP EXAM FOUNDATIONAL CONCEP
HOW TO PASS ON YOUR FIRST TRY
WHAT IS A PROJECT ? WHAT IS PROJECT MANAGEM
Project management is the application of knowledge, skills, to
A project is a temporary endeavor undertaken to create a unique product, service, or result. The project project activities to meet the project requirements.
main characters are:
Managing projects includes:
• Temporary: Has a defined beginning and end.
• Unique: The product or service is different in some way from all similar products or services. • General Business Management (consistently producin
• Progressive elaboration: Continuously improving and detailing a plan as more detailed stakeholders)
and specific information become available as the project progresses. • Leading (establishing direction, aligning resources, mo
• Communicating (clear, unambiguous, and complete)
• Project drives change in organizations (sectors) to move from one state to a better state.
• Negotiating (conferring with others to reach an agreem
• It is a mean for achieving an organization’s strategic plan.
• Problem Solving (definition and decision making)
• Project can create a product, a service, an improvement or a result.
• Distinguish causes and symptoms
• Every project should enable business value creation.
• Identify viable solutions
Organization goals • Influencing Organization (understanding power and po
contributes to • Requirements identification.
decides • Define clear and achievable objectives.
Sponsor Project goal
• Balancing the competing demands (scope, time, cost,
• Adapting the specifications, plans, and approach to th
delegates decides expectations of the various stakeholders.
realises
Project implements Project results
manager +
Project team
Being Agile……
1. Individuals and interactions over processes and tools 3. Customer collaboration over contract negotiation
4 AGILE VALUE 2. Working software over comprehensive documentation 4. Responding to change over following a plan
6. The most efficient and effective method of conveying information
1. Our highest priority is to satisfy the customer through early
to and within a development team is face-to-face conversation.
and continuous delivery of valuable software.
7. Working software is the primary measure of progress.
2. Welcome changing requirements, even late in development.
8. Agile processes promote sustainable development. The sponsors,
Agile processes harness change for the customer's
developers, and users should be able to maintain a constant pace
competitive advantage.
indefinitely.
3. Deliver working software frequently, from a couple of weeks
12 AGILE 9. Continuous attention to technical excellence and good design
to a couple of months, with a preference to the shorter
enhances agility.
PRINCIPLES timescale.
10. Simplicity--the art of maximizing the amount of work not done--is
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
FOUNDATIONAL CONCEP
PROGRAM & PROGRAM MANAGEMENT
• A Program is a group of related projects managed in coordinated way to obtain benefits
and control not available from managing them individually.
Strategic
• Program management is the centralized, coordinated management of a group of Business
projects to achieve the program's strategic objectives and benefits. Plan
• Program Focuses on interdependencies between the component projects
Portfolio arises f
Plan
PORTFOLIO & PORTFOLIO MANAGEMENT Portfolio may give rise to
Projects & Programs PORTFOLIO
• A Portfolio is a collection of projects and/or programs and other work that are
grouped together to facilitate effective management of that work to meet strategic
business objectives.
• Portfolio management is the centralized management of one or more portfolios,
which includes identifying, prioritizing, authorizing, managing, and controlling
projects, programs and other related work. PROJECTS PROGR
• Aligned and consistent with organization strategy
• Prioritize resources allocations between programs and projects Program consists of
many Projects
❖ Program and project >>>>>> do thing
❖ Portfolio >>>>>> do right program / p
The main differences between Portfolio / Program / Project
Organizational Project Management
Project Program Portfolio
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
FOUNDATIONAL CONCEP
PROJECT LIFE CYCLE
• A project life cycle is the series of phases the project passes through from the initiation to its
closure OPERATIONS MANAGEMEN
• The life cycle provides the basic framework for managing the project
• The project life cycle can range from:
o Predictive (plan-driven approaches): where the product and deliverable are defined at • Focuses on ongoing production and is outside the scope of t
the beginning and any changes to scope are carefully managed. Also referred to as management
Waterfall life cycle • Operation management is responsible for overseeing, direct
o Adaptive (change-driven approaches or agile method): where the product is developed controlling business operations.
over multiple iterations and detailed scope is defined for each iteration only. • Operations evolve to support day-to-day business, and are n
▪ Iterative: the scope is determined at the beginning. However the cost and time achieve strategic and tactical goals of the business.
are routinely modified as the team understands the product more. • Ongoing operations are outside Of the scope of a project, ho
▪ Incremental: the deliverables is produced through series of iterations that intersecting points where the two areas across. Such as, bu
successively add functionality within predetermined timeframe. o At each closeout phase
o Hybrid: is a combination of predictive and adaptive life cycle. o When developing a new product
• Cost and staffing levels are low at start and move higher towards the end o While improving operations.
• Probability of successfully completing project is low at beginning, higher towards the end as the o Until the end of product life cycle
project continues • It is so important for PM to include operational stakeholders
• Stakeholder influence is high at the beginning and progressively lowers as the project continues endeavors. As the operational stakeholders should be enga
• The project life cycle is independent from the life cycle of the product produced or modified by identified as part of the stakeholders register, and their influe
the project addressed as part of the risk management plan.
• Project Life Cycle defines:
o Technical work performed in each phase
o Who is involved in each phase
• Product life cycle is different than the project life cycle where the product is produced by a
project
PROJECT PHASES
Project Gate: An activity done at the end of a phase to compare the project progress against the work
plan and project documents. Usually the outcome of this activity is to continue or not
• The phases are generally sequential
• The phases can be broken down by functional or partial obje
Development life cycle
• Phases are generally time bounded with start and ending or
• One or more phases are associated in the development of product or service it is the DLC • Project Phases are marked by the completion of a deliverabl
• The project manages and the project team identify the best life cycle for each project work product)
• The development life cycle can utilizes various models: Predictive, Iterative, Incremental, • Review of deliverables and approval/denial are “phase exits,
Adaptive, and Hybrid points”
• Phases are collected into the Project Life Cycle
• Phase-to-Phase relationship:
o Sequential relationship: Starts only when the previou
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
PROJECT ROLES
A project manager plays a critical role in the leadership of a project team in order to
achieve the project’s objectives. This role is clearly visible throughout the project. Many project
managers become involved in a project from its initiation through closing. However, in some
organizations, a project manager may be involved in evaluation and analysis activities prior to
project initiation. These activities may include consulting with executive and business unit
leaders on ideas for advancing strategic objectives, improving organizational performance, or Stakeholders
meeting customer needs. In some organizational settings, the project manager may also be Suppliers
Customers
called upon to manage or assist in business analysis, business case development, and End Users
aspects of portfolio management for a project. A project manager may also be involved in
follow-on activities related to realizing business benefits from the project. The role of a project
manager may vary from organization to Sponsors
organization. Ultimately, the project management role is tailored to fit the organization in the Governing Bodies
Steering Committees
same way that the project management processes are tailored to fit the project. PMOs
► Project team and roles. A large project comprises many members, each playing a different
role. A large project may have more than 100 project members led by a project manager.
Team members may fulfill many different roles, such as design, manufacturing, and facilities Project
management. They may represent multiple business units or groups within an organization. Team PPP
The project members make up each leader’s team. Managers
Resource
► Responsibility for team. The project manager is responsible for what the team produces
Managers
—the project outcome. The project manager needs to take a holistic view of the team’s
products in order to plan, coordinate, and complete them. This is accomplished by
reviewing the vision, mission, and objectives of the organization to ensure alignment with
their products. The project manager then establishes an interpretation of the vision, Project
Manager
mission, and objectives involved in successfully completing their products, and uses this
interpretation to communicate and motivate the team toward the successful completion of
their objectives.
► Knowledge and skills. The project manager is not expected to perform every role on
the project, but should possess project management knowledge, technical knowledge,
understanding, and experience. The project manager provides the project team Example of Project Manager’s Sphere of Influen
with leadership, planning, and coordination through communications. The project
manager provides written communications (e.g., documented plans and schedules) and
communicates in real time with the team using meetings and verbal or nonverbal cues.
PROJECT MANAGER COMPETENCES
Project Leadership Roles
Project manager—The person assigned by the performing organization to lead the Recent PMI studies applied the Project Manager Competency Dev
team that is responsible for achieving the project objectives. Framework to the skills needed by project managers through the use of
Functional manager—The functional manager focuses on providing management shown in the Figure. The Talent Triangle focuses on three key skill sets:
oversight for a functional or business unit. Business Acumen, and Power Skills.
Operations manager—Operations managers are responsible for ensuring that business
operations are efficient. WAYS OF WORKING
It is important for project managers to master diverse and crea
job done. Project managers should understand and adopt many way
predictive, agile, design thinking, or other new practices still to be de
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
ORGANIZATION TYPES
ORGANIZATIONAL STRUCTURE TYPES
Organizational structures take many forms or types. Table below compares several types of organizational structures and their influence on
Project Characteristics
Work Groups Project Manager’s Project Manager’s Resource Who Manages the
Organizational Arranged by: Authority Role Availability Project Budget?
Structure Type A
Part-time; may or may
Flexible; people
Organic or Simple Little or none not be a designated job Little or none Owner or operator L
working side by side
role like coordinator
Job being done (e.g., Part-time; may or may
Functional engineering, Little or none not be a designated job Little or none Functional manager P
(centralized) manufacturing) role like coordinator
Multidivisional (may One of: product;
replicate functions production processes; Part-time; may or may
for each division portfolio; program; Little or none not be a designated job Little or none Functional manager P
with little geographic region; role like coordinator
centralization) customer type
By job function, with
Full-time designated job
Matrix – strong project manager as a Moderate to high Moderate to high Project manager F
role
function
Part-time; done as part
of another job and not a
Matrix – weak Job function Low Low Functional manager P
designated job role like
coordinator
Part-time; embedded in
the functions as a skill
Matrix – balanced Job function Low to moderate and may not be a Low to moderate Mixed P
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
PROCESS FRAMEWORK
PROCESSES (49
Initiating KNOWLEDGE AREAS (10):
IN PL
Integration Management 7 1 1
Scope Management 6 4
Planning Schedule Management 6 5
Cost Management 4 3
Quality Management 3 1
Closing Resource Management 6 2
Communications Management 3 1
Risk Management 7 5
Monitoring Procurement Management 3 1
& controlling Executing
Stakeholder Management 4 1 1
Initiating process group Planning process groups Ex
4.1 Develop 13.1 Identify 4.2 Develop PM 5.1 Plan scope 5.2 Collect 5.3 Define 5.4 create
project Charter Stakeholders Plan management requirement scope WBS
Scope
baseline
INTEGRATION MANAGEMENT 6.4 Estimate 6.1 Plan
7.1 Plan Cost 6.5 Develop 6.3 Sequence 6.2 Define
activity Schedule
Management Schedule Activities activities
durations management
SCOPE MANAGEMENT
Process groups are 1
P
not project phases. SCHEDULE MANAGEMENT
Process groups are 9.1 Plan 9.2 Estimate 13.2 Plan 10.1 Plan
COST MANAGEMENT 7.3 Determine 8.1 Plan Quality
7.2 Estimate Resources Activity Stakeholder communication
not linear; they are costs Budget management Management resources Engagement management
QUALITY MANAGEMENT
iterative. Process
names follow verb- RESOURCE MANAGEMENT
noun structure (e.g„ 12.1 Plan 11.4 Perform 11.3 Perform
11.5 Plan Risk 11.2 Identify 11.1 Plan Risk
COMMUNICATION MANAGEMENT Procurement Quantitative Risk Qualitative Risk
Response
Define Scope). Management Analysis Analysis Risk Management
RISK MANAGEMENT
PROCUREMENT MANAGEMENT
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
• Project Charter INT
• Business Documents
• Common Tools • Assumption Log MAN
n
Develop Project • Agreements nt Pla
IN Charter • Proj
ect Ma
n ageme
es Data
rabl nce
• Common Tools De live rforma
• e
rk P
• Wo Log eg ts
• Issu e dR or
• Outputs from arne Rep
og ts
e
sL ce
e L es
other Processes on an
ess
ng qu
Develop Project
PL Common Tools L r m
ha Re
• •
Management Plan rfo
Pe
e C nge
r k
o
a
•W
pd Ch
Knowledge Mgmt
• U ppr
•
at
• PM Plan
Information Mgmt
•A
•
• Approved Change
Requests
Direct & Manage
EX Project Work
• Common Tools
• Deliverables
• Common Tools
• Common
Manage Project • PM Plan
EX Knowledge • Work Perfo Info
• Schedule Forecasts
• Cost Forecasts
NOTES ABOUT
INTEGRATION MANAGEMENT • Change Requests
• Accepted
Monitor & Control Deliverables
MC Project Work
Perform Integrated
MC Change Control
CL Close Project Or Phas
Business Case: Market demand, business need, customer requirement technology
advance, legal requirement ecological impact social need
Project Selection Methods:
(Bigger is Better) Benefit-cost ratio, economic value add (Net Operating Profit Alter
Tax - Cost of Capital), internal rate of return, present value, (FV=PV(1+r)^n), net
present value, return on investment return on invested capital (Net Income After Tax / PM PLAN COMPONENT PROCESS
Invested Capital) (Smaller is Better) opportunity cost payback period Change Management Plan
Project Charter: Names 4 authorizes PM to expend resources to achieve project
objectives (may include high-level requirements, milestones, and budget) Configuration Management Plan
PM Plan: Formal, approved document defining how project is managed, executed,
Development Approach
and controlled (19 components, see table at right) Develop Project Mana
Performance Measurement Baseline
Project Life Cycle Description
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
• Project Charter INT
• Business Documents
• Common Tools • Assumption Log MAN
n
Develop Project • Agreements nt Pla
IN Charter • Proj
ect Ma
n ageme
es Data
rabl nce
• Common Tools De live rforma
• e
rk P
• Wo Log eg ts
• Issu e dR or
• Outputs from arne Rep
og ts
e
sL ce
e L es
other Processes on an
ess
ng qu
Develop Project
PL Common Tools L r m
ha Re
• •
Management Plan rfo
Pe
e C nge
r k
o
a
•W
pd Ch
Knowledge Mgmt
• U ppr
•
at
• PM Plan
Information Mgmt
•A
•
• Approved Change
Requests
Direct & Manage
EX Project Work
• Common Tools
• Deliverables
• Common Tools
• Common
Manage Project • PM Plan
EX Knowledge • Work Perfo Info
• Schedule Forecasts
• Cost Forecasts
NOTES ABOUT
INTEGRATION MANAGEMENT • Change Requests
• Accepted
Monitor & Control Deliverables
MC Project Work
Perform Integrated
MC Change Control
CL Close Project Or Phas
Definition of “Done:’' a term that must be explicitly defined and agreed upon by the entire team.
The definition of done is important so that each team member means exactly the same thing when
they say that a piece of work is "done." The most common definition of done for a module is that it
compiles and runs without error and passes all predefined acceptance tests and regression tests
Burndown/Burnup Charts: (Burndown Chart) in agile projects, a chart used to communicate
progress during and at the end of an iteration. It shows the number of stories that have been
completed and the ones that remain. The idea is that as the project progresses over lime, the
backlog of work will "bum down’ or lessen. (Burnup Chart) The inverse of a burndown chart, showing
functionality completed over time. Progress trends up as stories are completed and value is
accumulated
Work-In-Progress (WIP): stories or tasks that have been started. WIP is typically openly displayed
on an information radiator, and its progress is shown as it moves through the workflow
Empowerment: agile team able to make necessary decisions to add value; contrast to predictive
teams asking permission or escalating decisions
, INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
• Scope Management Plan
• Common Inputs • Common Tools
• Requirements Management Plan MAN
PL Plan Scope
Management nts Do
c
bility
Matrix
ireme Tracea
• Requ en t s
irem
• Requ
• Decision Making t
en
• Data Representation
t atem
• Data Gathering eS
cop
les
ctS e
ab
e lin
• PM Plan roj
er
•P ase
v
PL Collect B
eli
pe
dD
Requirements S co
•
te
ep
• Data Analysis: Alternatives
cc
•A
• Product Analysis
• Requirements Docs
• Decomposition
• Inspection
PL Define Scope • Data Ana
• PM Plan
NOTES ABOUT
SCOPE MANAGEMENT • Verified
PL Create WBS Deliverables • Work Perf data
Delphi Technique: Gathering expert opinion without participants knowing who else is being polled; MC Validate Scope
prevents biasing opinions and groupthink
MC Control Scope
Nominal Group Technique: Brainstormed ideas are voted upon and ranked by priority
Decision Making: Voting (Unanimity, majority, consensus, plurality, and dictatorship)
Project Scope Statement: in predictive projects, document stating requirements by describing
objectives, deliverables, boundaries, and acceptance criteria Story Map: group of backlogged stories organized by user functionality t
Decomposition: Breaking down scope statement (project deliverables) into progressively smaller priorities
pieces Theme: main purpose or focus behind a group of stories, iteration, or rel
WBS (Work Breakdown Structure): An hierarchical decomposition of deliverables to increasingly Connectivity")
more detail for better estimating, assignment, and tracking; each node has a unique number, Work Feature: a group of stories that delivers value to the customer
Packages are the lowest level nodes, decomposed low enough to be estimated (cost & rime) and Functionality: an action that a system performs that adds value to the c
assigned (see diagram below) cannot see or experience something, then it does not count as functiona
Scope Baseline: A combination of the original WBS, WBS dictionary, and project scope statement Minimal Marketable Feature (MMF): smallest deliverable that can add v
plus all approved changes comprised of a group of user stories; allows the team to focus on small s
Customer Value: worth project delivers to business; adding value drives most agile team decisions; to quickly deliver Persona, Extreme Persona: imaginary identity created
PMP EXAM
QUICK REFERENCE GUIDE
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
THE PMP EXAM FOUNDATIONAL CONCEP
HOW TO PASS ON YOUR FIRST TRY
WHAT IS A PROJECT ? WHAT IS PROJECT MANAGEM
Project management is the application of knowledge, skills, to
A project is a temporary endeavor undertaken to create a unique product, service, or result. The project project activities to meet the project requirements.
main characters are:
Managing projects includes:
• Temporary: Has a defined beginning and end.
• Unique: The product or service is different in some way from all similar products or services. • General Business Management (consistently producin
• Progressive elaboration: Continuously improving and detailing a plan as more detailed stakeholders)
and specific information become available as the project progresses. • Leading (establishing direction, aligning resources, mo
• Communicating (clear, unambiguous, and complete)
• Project drives change in organizations (sectors) to move from one state to a better state.
• Negotiating (conferring with others to reach an agreem
• It is a mean for achieving an organization’s strategic plan.
• Problem Solving (definition and decision making)
• Project can create a product, a service, an improvement or a result.
• Distinguish causes and symptoms
• Every project should enable business value creation.
• Identify viable solutions
Organization goals • Influencing Organization (understanding power and po
contributes to • Requirements identification.
decides • Define clear and achievable objectives.
Sponsor Project goal
• Balancing the competing demands (scope, time, cost,
• Adapting the specifications, plans, and approach to th
delegates decides expectations of the various stakeholders.
realises
Project implements Project results
manager +
Project team
Being Agile……
1. Individuals and interactions over processes and tools 3. Customer collaboration over contract negotiation
4 AGILE VALUE 2. Working software over comprehensive documentation 4. Responding to change over following a plan
6. The most efficient and effective method of conveying information
1. Our highest priority is to satisfy the customer through early
to and within a development team is face-to-face conversation.
and continuous delivery of valuable software.
7. Working software is the primary measure of progress.
2. Welcome changing requirements, even late in development.
8. Agile processes promote sustainable development. The sponsors,
Agile processes harness change for the customer's
developers, and users should be able to maintain a constant pace
competitive advantage.
indefinitely.
3. Deliver working software frequently, from a couple of weeks
12 AGILE 9. Continuous attention to technical excellence and good design
to a couple of months, with a preference to the shorter
enhances agility.
PRINCIPLES timescale.
10. Simplicity--the art of maximizing the amount of work not done--is
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
FOUNDATIONAL CONCEP
PROGRAM & PROGRAM MANAGEMENT
• A Program is a group of related projects managed in coordinated way to obtain benefits
and control not available from managing them individually.
Strategic
• Program management is the centralized, coordinated management of a group of Business
projects to achieve the program's strategic objectives and benefits. Plan
• Program Focuses on interdependencies between the component projects
Portfolio arises f
Plan
PORTFOLIO & PORTFOLIO MANAGEMENT Portfolio may give rise to
Projects & Programs PORTFOLIO
• A Portfolio is a collection of projects and/or programs and other work that are
grouped together to facilitate effective management of that work to meet strategic
business objectives.
• Portfolio management is the centralized management of one or more portfolios,
which includes identifying, prioritizing, authorizing, managing, and controlling
projects, programs and other related work. PROJECTS PROGR
• Aligned and consistent with organization strategy
• Prioritize resources allocations between programs and projects Program consists of
many Projects
❖ Program and project >>>>>> do thing
❖ Portfolio >>>>>> do right program / p
The main differences between Portfolio / Program / Project
Organizational Project Management
Project Program Portfolio
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
FOUNDATIONAL CONCEP
PROJECT LIFE CYCLE
• A project life cycle is the series of phases the project passes through from the initiation to its
closure OPERATIONS MANAGEMEN
• The life cycle provides the basic framework for managing the project
• The project life cycle can range from:
o Predictive (plan-driven approaches): where the product and deliverable are defined at • Focuses on ongoing production and is outside the scope of t
the beginning and any changes to scope are carefully managed. Also referred to as management
Waterfall life cycle • Operation management is responsible for overseeing, direct
o Adaptive (change-driven approaches or agile method): where the product is developed controlling business operations.
over multiple iterations and detailed scope is defined for each iteration only. • Operations evolve to support day-to-day business, and are n
▪ Iterative: the scope is determined at the beginning. However the cost and time achieve strategic and tactical goals of the business.
are routinely modified as the team understands the product more. • Ongoing operations are outside Of the scope of a project, ho
▪ Incremental: the deliverables is produced through series of iterations that intersecting points where the two areas across. Such as, bu
successively add functionality within predetermined timeframe. o At each closeout phase
o Hybrid: is a combination of predictive and adaptive life cycle. o When developing a new product
• Cost and staffing levels are low at start and move higher towards the end o While improving operations.
• Probability of successfully completing project is low at beginning, higher towards the end as the o Until the end of product life cycle
project continues • It is so important for PM to include operational stakeholders
• Stakeholder influence is high at the beginning and progressively lowers as the project continues endeavors. As the operational stakeholders should be enga
• The project life cycle is independent from the life cycle of the product produced or modified by identified as part of the stakeholders register, and their influe
the project addressed as part of the risk management plan.
• Project Life Cycle defines:
o Technical work performed in each phase
o Who is involved in each phase
• Product life cycle is different than the project life cycle where the product is produced by a
project
PROJECT PHASES
Project Gate: An activity done at the end of a phase to compare the project progress against the work
plan and project documents. Usually the outcome of this activity is to continue or not
• The phases are generally sequential
• The phases can be broken down by functional or partial obje
Development life cycle
• Phases are generally time bounded with start and ending or
• One or more phases are associated in the development of product or service it is the DLC • Project Phases are marked by the completion of a deliverabl
• The project manages and the project team identify the best life cycle for each project work product)
• The development life cycle can utilizes various models: Predictive, Iterative, Incremental, • Review of deliverables and approval/denial are “phase exits,
Adaptive, and Hybrid points”
• Phases are collected into the Project Life Cycle
• Phase-to-Phase relationship:
o Sequential relationship: Starts only when the previou
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
PROJECT ROLES
A project manager plays a critical role in the leadership of a project team in order to
achieve the project’s objectives. This role is clearly visible throughout the project. Many project
managers become involved in a project from its initiation through closing. However, in some
organizations, a project manager may be involved in evaluation and analysis activities prior to
project initiation. These activities may include consulting with executive and business unit
leaders on ideas for advancing strategic objectives, improving organizational performance, or Stakeholders
meeting customer needs. In some organizational settings, the project manager may also be Suppliers
Customers
called upon to manage or assist in business analysis, business case development, and End Users
aspects of portfolio management for a project. A project manager may also be involved in
follow-on activities related to realizing business benefits from the project. The role of a project
manager may vary from organization to Sponsors
organization. Ultimately, the project management role is tailored to fit the organization in the Governing Bodies
Steering Committees
same way that the project management processes are tailored to fit the project. PMOs
► Project team and roles. A large project comprises many members, each playing a different
role. A large project may have more than 100 project members led by a project manager.
Team members may fulfill many different roles, such as design, manufacturing, and facilities Project
management. They may represent multiple business units or groups within an organization. Team PPP
The project members make up each leader’s team. Managers
Resource
► Responsibility for team. The project manager is responsible for what the team produces
Managers
—the project outcome. The project manager needs to take a holistic view of the team’s
products in order to plan, coordinate, and complete them. This is accomplished by
reviewing the vision, mission, and objectives of the organization to ensure alignment with
their products. The project manager then establishes an interpretation of the vision, Project
Manager
mission, and objectives involved in successfully completing their products, and uses this
interpretation to communicate and motivate the team toward the successful completion of
their objectives.
► Knowledge and skills. The project manager is not expected to perform every role on
the project, but should possess project management knowledge, technical knowledge,
understanding, and experience. The project manager provides the project team Example of Project Manager’s Sphere of Influen
with leadership, planning, and coordination through communications. The project
manager provides written communications (e.g., documented plans and schedules) and
communicates in real time with the team using meetings and verbal or nonverbal cues.
PROJECT MANAGER COMPETENCES
Project Leadership Roles
Project manager—The person assigned by the performing organization to lead the Recent PMI studies applied the Project Manager Competency Dev
team that is responsible for achieving the project objectives. Framework to the skills needed by project managers through the use of
Functional manager—The functional manager focuses on providing management shown in the Figure. The Talent Triangle focuses on three key skill sets:
oversight for a functional or business unit. Business Acumen, and Power Skills.
Operations manager—Operations managers are responsible for ensuring that business
operations are efficient. WAYS OF WORKING
It is important for project managers to master diverse and crea
job done. Project managers should understand and adopt many way
predictive, agile, design thinking, or other new practices still to be de
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
ORGANIZATION TYPES
ORGANIZATIONAL STRUCTURE TYPES
Organizational structures take many forms or types. Table below compares several types of organizational structures and their influence on
Project Characteristics
Work Groups Project Manager’s Project Manager’s Resource Who Manages the
Organizational Arranged by: Authority Role Availability Project Budget?
Structure Type A
Part-time; may or may
Flexible; people
Organic or Simple Little or none not be a designated job Little or none Owner or operator L
working side by side
role like coordinator
Job being done (e.g., Part-time; may or may
Functional engineering, Little or none not be a designated job Little or none Functional manager P
(centralized) manufacturing) role like coordinator
Multidivisional (may One of: product;
replicate functions production processes; Part-time; may or may
for each division portfolio; program; Little or none not be a designated job Little or none Functional manager P
with little geographic region; role like coordinator
centralization) customer type
By job function, with
Full-time designated job
Matrix – strong project manager as a Moderate to high Moderate to high Project manager F
role
function
Part-time; done as part
of another job and not a
Matrix – weak Job function Low Low Functional manager P
designated job role like
coordinator
Part-time; embedded in
the functions as a skill
Matrix – balanced Job function Low to moderate and may not be a Low to moderate Mixed P
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
PROCESS FRAMEWORK
PROCESSES (49
Initiating KNOWLEDGE AREAS (10):
IN PL
Integration Management 7 1 1
Scope Management 6 4
Planning Schedule Management 6 5
Cost Management 4 3
Quality Management 3 1
Closing Resource Management 6 2
Communications Management 3 1
Risk Management 7 5
Monitoring Procurement Management 3 1
& controlling Executing
Stakeholder Management 4 1 1
Initiating process group Planning process groups Ex
4.1 Develop 13.1 Identify 4.2 Develop PM 5.1 Plan scope 5.2 Collect 5.3 Define 5.4 create
project Charter Stakeholders Plan management requirement scope WBS
Scope
baseline
INTEGRATION MANAGEMENT 6.4 Estimate 6.1 Plan
7.1 Plan Cost 6.5 Develop 6.3 Sequence 6.2 Define
activity Schedule
Management Schedule Activities activities
durations management
SCOPE MANAGEMENT
Process groups are 1
P
not project phases. SCHEDULE MANAGEMENT
Process groups are 9.1 Plan 9.2 Estimate 13.2 Plan 10.1 Plan
COST MANAGEMENT 7.3 Determine 8.1 Plan Quality
7.2 Estimate Resources Activity Stakeholder communication
not linear; they are costs Budget management Management resources Engagement management
QUALITY MANAGEMENT
iterative. Process
names follow verb- RESOURCE MANAGEMENT
noun structure (e.g„ 12.1 Plan 11.4 Perform 11.3 Perform
11.5 Plan Risk 11.2 Identify 11.1 Plan Risk
COMMUNICATION MANAGEMENT Procurement Quantitative Risk Qualitative Risk
Response
Define Scope). Management Analysis Analysis Risk Management
RISK MANAGEMENT
PROCUREMENT MANAGEMENT
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
• Project Charter INT
• Business Documents
• Common Tools • Assumption Log MAN
n
Develop Project • Agreements nt Pla
IN Charter • Proj
ect Ma
n ageme
es Data
rabl nce
• Common Tools De live rforma
• e
rk P
• Wo Log eg ts
• Issu e dR or
• Outputs from arne Rep
og ts
e
sL ce
e L es
other Processes on an
ess
ng qu
Develop Project
PL Common Tools L r m
ha Re
• •
Management Plan rfo
Pe
e C nge
r k
o
a
•W
pd Ch
Knowledge Mgmt
• U ppr
•
at
• PM Plan
Information Mgmt
•A
•
• Approved Change
Requests
Direct & Manage
EX Project Work
• Common Tools
• Deliverables
• Common Tools
• Common
Manage Project • PM Plan
EX Knowledge • Work Perfo Info
• Schedule Forecasts
• Cost Forecasts
NOTES ABOUT
INTEGRATION MANAGEMENT • Change Requests
• Accepted
Monitor & Control Deliverables
MC Project Work
Perform Integrated
MC Change Control
CL Close Project Or Phas
Business Case: Market demand, business need, customer requirement technology
advance, legal requirement ecological impact social need
Project Selection Methods:
(Bigger is Better) Benefit-cost ratio, economic value add (Net Operating Profit Alter
Tax - Cost of Capital), internal rate of return, present value, (FV=PV(1+r)^n), net
present value, return on investment return on invested capital (Net Income After Tax / PM PLAN COMPONENT PROCESS
Invested Capital) (Smaller is Better) opportunity cost payback period Change Management Plan
Project Charter: Names 4 authorizes PM to expend resources to achieve project
objectives (may include high-level requirements, milestones, and budget) Configuration Management Plan
PM Plan: Formal, approved document defining how project is managed, executed,
Development Approach
and controlled (19 components, see table at right) Develop Project Mana
Performance Measurement Baseline
Project Life Cycle Description
,INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
• Project Charter INT
• Business Documents
• Common Tools • Assumption Log MAN
n
Develop Project • Agreements nt Pla
IN Charter • Proj
ect Ma
n ageme
es Data
rabl nce
• Common Tools De live rforma
• e
rk P
• Wo Log eg ts
• Issu e dR or
• Outputs from arne Rep
og ts
e
sL ce
e L es
other Processes on an
ess
ng qu
Develop Project
PL Common Tools L r m
ha Re
• •
Management Plan rfo
Pe
e C nge
r k
o
a
•W
pd Ch
Knowledge Mgmt
• U ppr
•
at
• PM Plan
Information Mgmt
•A
•
• Approved Change
Requests
Direct & Manage
EX Project Work
• Common Tools
• Deliverables
• Common Tools
• Common
Manage Project • PM Plan
EX Knowledge • Work Perfo Info
• Schedule Forecasts
• Cost Forecasts
NOTES ABOUT
INTEGRATION MANAGEMENT • Change Requests
• Accepted
Monitor & Control Deliverables
MC Project Work
Perform Integrated
MC Change Control
CL Close Project Or Phas
Definition of “Done:’' a term that must be explicitly defined and agreed upon by the entire team.
The definition of done is important so that each team member means exactly the same thing when
they say that a piece of work is "done." The most common definition of done for a module is that it
compiles and runs without error and passes all predefined acceptance tests and regression tests
Burndown/Burnup Charts: (Burndown Chart) in agile projects, a chart used to communicate
progress during and at the end of an iteration. It shows the number of stories that have been
completed and the ones that remain. The idea is that as the project progresses over lime, the
backlog of work will "bum down’ or lessen. (Burnup Chart) The inverse of a burndown chart, showing
functionality completed over time. Progress trends up as stories are completed and value is
accumulated
Work-In-Progress (WIP): stories or tasks that have been started. WIP is typically openly displayed
on an information radiator, and its progress is shown as it moves through the workflow
Empowerment: agile team able to make necessary decisions to add value; contrast to predictive
teams asking permission or escalating decisions
, INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATION RISK PROC
• Scope Management Plan
• Common Inputs • Common Tools
• Requirements Management Plan MAN
PL Plan Scope
Management nts Do
c
bility
Matrix
ireme Tracea
• Requ en t s
irem
• Requ
• Decision Making t
en
• Data Representation
t atem
• Data Gathering eS
cop
les
ctS e
ab
e lin
• PM Plan roj
er
•P ase
v
PL Collect B
eli
pe
dD
Requirements S co
•
te
ep
• Data Analysis: Alternatives
cc
•A
• Product Analysis
• Requirements Docs
• Decomposition
• Inspection
PL Define Scope • Data Ana
• PM Plan
NOTES ABOUT
SCOPE MANAGEMENT • Verified
PL Create WBS Deliverables • Work Perf data
Delphi Technique: Gathering expert opinion without participants knowing who else is being polled; MC Validate Scope
prevents biasing opinions and groupthink
MC Control Scope
Nominal Group Technique: Brainstormed ideas are voted upon and ranked by priority
Decision Making: Voting (Unanimity, majority, consensus, plurality, and dictatorship)
Project Scope Statement: in predictive projects, document stating requirements by describing
objectives, deliverables, boundaries, and acceptance criteria Story Map: group of backlogged stories organized by user functionality t
Decomposition: Breaking down scope statement (project deliverables) into progressively smaller priorities
pieces Theme: main purpose or focus behind a group of stories, iteration, or rel
WBS (Work Breakdown Structure): An hierarchical decomposition of deliverables to increasingly Connectivity")
more detail for better estimating, assignment, and tracking; each node has a unique number, Work Feature: a group of stories that delivers value to the customer
Packages are the lowest level nodes, decomposed low enough to be estimated (cost & rime) and Functionality: an action that a system performs that adds value to the c
assigned (see diagram below) cannot see or experience something, then it does not count as functiona
Scope Baseline: A combination of the original WBS, WBS dictionary, and project scope statement Minimal Marketable Feature (MMF): smallest deliverable that can add v
plus all approved changes comprised of a group of user stories; allows the team to focus on small s
Customer Value: worth project delivers to business; adding value drives most agile team decisions; to quickly deliver Persona, Extreme Persona: imaginary identity created
