03 pm pexam-planning

Exam Preparation

Planning Process Group

Knowledge Area

Unit Objectives
At the end of this unit, you will be able to:
Exam – Define the Planning process group and the
Preparation knowledge areas that occur in Planning
– Describe the inputs, tools & techniques, and
outputs for each of the Planning processes
– Create the WBS, develop a budget plan, a
project schedule, a HR management plan, a
communication plan, a procurement plan, a
quality plan, a change management plan, a
risk management plan

PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 2

The Planning Process Group
• Defines and refines objectives,
Exam
Preparation
• Plans the course of action required to
attain the objectives and scope that
the project was undertaken to address


Project Integration Management

The Project Management (PM) Plan…

Exam
• Documents the collection of outputs of
Preparation
the other planning sub-processes of
the planning process group
• Varies depending upon the application
area and complexity of the project

All projects are scaleable at the sub-process level.


5.1 Collect Requirements
Tools & Techniques
Exam Inputs 1. Interviews
Preparation 1. Project Charter 2. Focus groups Outputs
2. Stakeholder 3. Facilitated 1. Requirements
register workshops documentation
4. Group creativity 2. Requirements
techniques management plan
5. Group decision 3. Requirements
making techniques traceability matrix
6. Questionnaires
& surveys
7. Observations
8. Prototypes


5.1 T & T
• Interviews: one-on-one
Exam
Preparation
• Quest/Surveys: feedback from a large
number of stakeholders (statistical analysis)
• Observations: “job shadowing” to uncover
hidden requirements
• Prototypes: experimental, gives feedback
to move to a design or build phase


Focus groups vs
Facilitated workshops
• FG are gatherings of prequalified SMEs
Exam and stakeholders where the intention is to
Preparation
gather feedback from these individuals
• FW consists of cross-functional
stakeholders who work together to define
cross-functional requirements
eg. JAD joint application development
QFD quality function deployment
VOC voice of the customer


Group creativity techniques
• Brainstorming
Exam
Preparation • Nominal group technique
• Delphi technique
• Idea/Mind mapping
• Affinity diagram


Group decision-making techniques
• Unanimity
Exam
Preparation • Majority
• Plurality
• Dictatorship


5.1 Outputs
• Requirements documentation
Exam
Preparation
• Requirements management plan
(how requirements will be analyzed,
documented, managed)
• Requirements traceability matrix
(links requirements to business needs and
project objectives)


Requirements traceability matrix

Exam
Preparation

TEST TEST
ID Description Source Priority STATUS
Scenario Verification

0 Requirement -Project B -How will be -Approved -Added
0 ONE objective tested -Failed -Deferred
1 -Stakeholder -During -Cancelled
which phase


5.2 Define Scope

Tools & Techniques
Exam Inputs
Outputs
Preparation 1. Experts
1. Project Charter Judgment
2. Requirements 1. Project Scope
2. Product Analysis
Documentation Statement
3. Alternatives
3. Organizational 2. Project document
Identification
process assets Updates
4. Facilitated
Workshops


T&T: Product Analysis
• Method for converting the product
Exam
Preparation description and project objectives into
tangible deliverables and
requirements
• Might include : value analysis,
functional analysis, systems analysis,
engineering techniques, product
breakdown


Output: Project Scope Statement
• Guides the work of the project team during
Exam
the executing process
Preparation
• All change requests will be evaluated
against this
• The criteria outlined will be used to
determine whether the project is completed
successfully
• Includes: scope description, acceptance
criteria, deliverables, exclusions, constrains,
assumptions


• Deliverables: components of
goals and objectives in a
Exam
Preparation quantifiable way
• Requirements: specifications of
the deliverables
• Critical success factor: those
elements that must be completed
for the project to be considered
complete.


5.3 Create WBS

Tools & Techniques
Exam Inputs
Outputs
Preparation 1. Decomposition
1. Project Scope
Statement 1. WBS
2. Requirements 2. WBS dictionary
documentation 3. Scope baseline
3. Organizational 4. Project document
process assets Updates


T&T: Decomposition
• A planning technique that subdivides
Exam the project scope and project
Preparation
deliverables into smaller, more
manageable components, until the
project work associated with
accomplishing the project scope and
providing the deliverables is defined in
sufficient detail to support executing,
monitoring and controlling the work


Output: Work Breakdown Structure

Exam
Project
Control WBS
Preparation XYZ
Accounts

Control
A B C Accounts

Work
Work Packages
A.1 A.2 B.1 B.2 Packages
Activities
Work Packages
B.1.1 B.1.2


Creating rules
• Involve team
• Include all work needed to create deliverables
Exam
Preparation • Continue break down until work packages that
can be realistically and confidentially estimated
and assigned to a resource with clear
accountability and responsibility
• Each level is a smaller piece of the level above
• The entire project is included in each of the
highest levels of the WBS


• WBS - the foundation of the project =
almost everything that occurs afterwards in
Exam planning is directly related to it
Preparation
• The 100% rule = all the levels of the WBS roll up
to the top so that all the work is capture
• Rolling wave planning = process of elaborating
deliverables, project phases, subprojects in the
WBS to differing level of decomposition
depending on the expected day of the work
• Decomposition is what you are doing, WBS is the
tool to do it


Benefits of using WBS
• Helps prevent work from slipping through the
cracks
Exam
Preparation • Provides the project team with the “big picture”
• Gets team buy-in and builds the team
• Facilitates communication
• Helps people get their minds around the project
• Serves as a supportive tool in change control
• Provides a basis for estimating staff, cost, time
• Provides a proof of need for staff, cost, time


Output: WBS Dictionary
• A document that describes each component
Exam
in the work breakdown structure
Preparation
• Has a separate entry for each WBS
component that may include:
– Scope or statement of – Start and end dates
work – Resources required
– Defined deliverables – Cost estimates
– Activities lists – Charge number
– Milestones – Contract information
– Responsible – Quality requirements
organization – Technical references


Scope Baseline
• Consists of:
Exam
Preparation
– The approved detailed project scope
statement
– Its associated WBS and WBS
dictionary
• Will allow PM to
– Document schedules
– Assign resources
– Monitor & control project work

6.1 Define Activities

Tools & Techniques
Exam Inputs
Outputs
Preparation 1. Decomposition
1. Scope baseline 2. Rolling wave
2. Enterprise 1. Activity list
planning
environmental 2. Activity attributes
3. Templates
factors 3. Milestone list
4. Expert
3. Organizational 5. Judgment
process assets


Rolling Wave Planning
• A form of progressive elaboration
Exam planning
Preparation
• The work to be accomplished:
– In the near term is planned in detail at a
low level of the WBS
– Far in the future is planned for WBS
components that are at a relatively high
level of the WBS


Planning Component

Exam
Preparation

In rolling wave
planning, this element
could represent a:
– Work package
– Planning package
– Control account


6.1 Outputs
• Activity list: all scheduled activities required on the
project in sufficient details to ensure that project
Exam team members understand what work is required to
Preparation
be completed

• Activity attributes: ID, description, predecessor or
successor activities, leads or lags, person
responsible, resource requirements, imposed
dates, constraints, assumptions, etc.
Are used for schedule developing

• Milestone list: ID & type (mandatory, optional etc)


6.2 Sequence Activities

Tools & Techniques
Exam Inputs
Outputs
Preparation 1. Precedence
1. Activity list diagramming
2. Activity 1. Project schedule
method (PDM)
attributes network diagrams
2. Dependency
3. Milestone list 2. Project documents
determination
4. Project scope updates
3. Applying leads
Statement and lags
5. Organizational 4.Schedule
process assets network templates


Precedence Diagramming Method
(PDM)

Exam
Preparation

B D G J M

A E H K L N

C F I
Activity-On-Node (AON)

Node=
Dependency
activity


Dependency Relationships

Exam Finish-to-Finish
Preparation Finish-to-Start

A A

B B

Start-to-Finish Start-to-Start

A A
B B


Arrow Diagramming Method
(ADM)
Exam
Preparation
B D
A H
Z
Dummy G I
Task

C F Dummy
Task J
E

Activity-On-Arrow (AOA)
Activity
Activities
Connection

Dependency Determination
• Types of dependencies to define the
Exam sequence among the activities:
Preparation
– Mandatory: defined by a contract, the
nature of work required
– Discretionary: defined by the team
based on past experience and best
practice
– External: non-project activities, outside
the project team control


Applying Leads and Lags
• Lead – the modification of a logical
Exam relationship that allows an acceleration
Preparation
of the successor activity
• Lag – the modification of a logical
relationship that directs a delay in the
successor activity


Exam Preparation

Preparing a Network Diagram

Practice Activity 3-2

6.3 Estimate Activity Resources
Tools & Techniques
Exam Inputs
1. Expert Outputs
Preparation
1. Activity list judgment
2. Activity 2. Alternatives 1. Activity resource
Attributes analysis requirements
3. Resource 3. Published 2. Resource
Calendars estimating data breakdown structure
4. Enterprise 4. Bottom-up 3. Project document
environmental estimating updates
factors 5. Project
5. Organizational management
process assets software


Inputs: Resource Calendars
A composite resource calendar for the
Exam project which
Preparation
• Specifies when & how project
resources (whether a person or
material) can be active or is idle
• Includes availability, capabilities, skills
(for human resources), location, etc


6.3 Outputs
• Activity Resource Requirements: type
Exam
and quantities of resources required for
Preparation each activity in a work package (includes
basis of estimation and assumptions)

• Resource Breakdown Structure (RBS):
A hierarchical structure of the identified
resources by resource category and
resource type


Resource Breakdown Structure
Examples of
Application categories:
Development
Project
-Labor
Exam -Hardware
Preparation -Equipment
-Supplies

Labor Equipment Examples of
types:
-Skill level
-Quality grade
-Cost
Developers Architects Computers Servers

Frank Sally Roger
Level 1 West Central
Smith Gozalez Brown


6.4 Estimate Activity Durations

Tools & Techniques
Exam Inputs
Outputs
Preparation 1. Expert
1. Activity list judgment
2. Activity attributes 1. Activity duration
2. Analogous
3. Activity resource estimates
estimating
requirements 2. Project documents
3. Parametric
4. Resource updates
estimating
Calendars 4. Three-point
5. Project Scope estimates
statement 5. Reserve
6. EEF analysis
7. OPA


Effort vs. Duration
• Effort estimate • Duration estimate
Exam – The number of labor – The total number of
Preparation units required to work periods
complete a required to
schedule activity complete a
– Usually expressed schedule activity
as staff hours, staff – Usually expressed
days, or staff weeks as work days, or
– Sometimes referred work weeks
work estimate


T&T: Estimating Methods
• Analogous: uses parameters by comparison to
a previous similar project or activity (not so
Exam accurate, top-down, a form of expert judgment)
Preparation
• Parametric: uses a statistical relationship
between historical data and other variables (a
mathematical model)
• Three-Point: improved accuracy by considering
uncertainty and risk.
Program Evaluation & Review Technique
(PERT) define a range using optimistic, most
likely and pessimistic scenarios
tE = (tO + 4tM + tP) / 6
• Reserve analysis


Expected Accuracy Range

Exam
Project life cycle
Preparation

+/- 50 to 100% +/- 5 to 10%
Rough Order of Magnitude Definitive
(ROM)

+/- 15 to 25%
Budgetary


Exam Preparation

Three Point Estimating

Exercise 3-3

6.5 Develop Schedule
Tools & Techniques
Inputs
1. Activity list 1. Schedule Outputs
Exam
network analysis
Preparation 2. Activity
Attributes 2. Critical path 1. Project schedule
3. Project schedule method 2. Schedule baseline
network diagrams 3. Critical chain 3. Schedule data
4. Activity resource method 4. Project document
requirements 4. Resource updates
5. Resource leveling
Calendars 5. What-if scenario
6. Activity duration analysis
estimates 6. Applying leads
7. Project Scope & lags
statement 7. Schedule
8. EEF compression
9. OPA 8. Scheduling tool


T&T: The Critical Path Method

Exam
Preparation Activity A

Early start Duration Late start

Early finish Float Late finish


Start
CPM – example
Activity

Activity A Activity B Early Float Late finish
Exam0 finish
7 5
Preparation

Finish

Activity C Activity D

2 3

Activity E

3


Start
CPM - forward pass
Activity

Exam0 finish
7 7 5
Preparation
7 12

Finish


7 2 12 3

9 15
Activity E

0 3

3


Start
CPM – backward pass
Activity

Exam0 finish
7 0 7 5 7
Preparation
7 7 12 12

Finish


7 2 10 12 3 12

9 12 15 15
Activity E

0 3 12

3 15


Start
CPM – float calculation
Activity

Exam0 finish
7 0 7 5 7
Preparation
7 0 7 12 0 12

Finish


7 2 10 12 3 12

9 3 12 15 0 15
Activity E

0 3 12

3 12 15


Float
 Total float – the total amount of time that a
schedule activity may be delayed from its early start
Exam
Preparation date without delaying the project finish date, or
violating a schedule constraint.
The difference between the early finish dates and
the late finish dates.

 Free float – the amount of time a schedule activity
can be delayed without delaying the early start date
of any immediately following schedule activities.
PMBOK® Guide – Fourth Edition, Glossary


Calculate total float of each path

Exam  ABD = 0 + 0 + 0 = 0
Preparation
 ACD = 0 + 3 + 0 = 3
 AED = 12

 ABD is the critical path
 Any change in ABD durations changes the
duration of the project


Calculate free float
 Subtract the early finish of the predecessor activity
from the early start of the successor activity to
Exam
Preparation
determine free float.
 ESj – EFi = free float

 ES of activity D = 12
 EF of activity C = 9
 Free float is 12 – 9 = 3

 Free float is where the schedule is most flexible


The critical path
 The only way to shorten the schedule
Exam is to shorten the critical path
Preparation
 Reducing the critical path will often
lead to a new critical path
 Continue compressing the schedule
until you can meet an acceptable date,
or there are no remaining reasonable
actions to reduce it


T&T: Critical Chain Method
• An alternative schedule network analysis
technique that:
Exam
Preparation – Modifies the project schedule to account for
limited resources
– Uses the Critical Path with added duration
buffers to activities that use the identified limited
resources
• It is not a replacement of CPM, it is an
addition to CPM
• It is known as resource constrained CP


T&T: Resource Leveling
• Moving resources from one activity to
another in order to maintain as close to a
Exam
Preparation level resource requirement as possible for
the duration of the project
• Often results in an extended schedule as a
compromise for being able to use a constant
amount of resources on a project
• Often results changes to the original CP


T&T: What-If Scenario Analysis
• Asks the question “what if X happened”
Exam
and then analyzes the impact to the
Preparation project duration in order to prepare
contingency and response plans
• Monte Carlo Analysis is a common
example of simulation and distribution of
possible outcomes


T&T: Schedule Compression
• Schedule compression shortens the
Exam project schedule without changing the
Preparation
project scope
• Two basic techniques are:
– Crashing
– Fast-tracking


T&T: Crashing
• Applying additional resources to shorten
Exam
the schedule
Preparation
• A positive crash slope indicates that we
can actually save money by crashing
• A negative crash slope indicates that it will
cost more money, but still successfully
compresses the schedule
• Can lead to increased risk, increased cost,
a change to the critical path


T&T: Fast-Tracking
• Scheduling work packages or activities
Exam in parallel that normally would be done
Preparation
in sequence
• Likely to increase risk on the project
and rework


Output: Project Schedule
• Can be in any form that the performing
Exam organization wants it to be in
Preparation

Network diagrams

Bar charts

Milestones charts


Output: Schedule Baseline
• A specific version of the project
Exam schedule developed from the schedule
Preparation
network analysis of the schedule
model
• The planned schedule that will be used
to determine and measure variations,
to assess the progress on the project


Output: Schedule Data
Includes:
Exam • Milestones
Preparation
• Schedule activities and
documentation
• Resources requirements by time
period (histogram)
• Alternative schedules
• Contingency reserves
• Delivery schedules

7.1 Estimate Costs
Tools & Techniques
1. Expert
Exam Inputs judgment
Outputs
Preparation 2. Analogous
1. Scope baseline estimating
2. Project schedule 1. Activity cost
3. Parametric
3. Human resource estimates
estimating
plan 2. Basis of estimates
4. Bottom-up
4. Risk register 3. Project documents
estimating
5. EEF updates
5. Three-point
6.OPA estimates
6. Reserve
analysis
7. Cost of quality
8. PM estimating
software
9. Vendor bid
analysis

7.1 Inputs
1. Scope baseline: scope statement
Exam
(constrains in quality, resources, etc),
Preparation WBS (components & deliverable), WBS
dictionary (the work required)
2. Project schedule: quantity of resources
and amount of time applied
3. Human resource plan: staffing attributes,
rates, rewards, etc
4. Risk register: take into account the risk
response planning


• Analogous: uses parameters by comparison to
a previous similar project or activity (not so
Exam
Preparation
accurate)
• Parametric: uses a statistical relationship
between historical data and other variables
• Bottom-Up: summarize costs to higher levels
• Three-Point: improved accuracy by considering
uncertainty and risk. Program Evaluation &
Review Technique (PERT) define a range using
optimistic, most likely and pessimistic scenarios
cE = (cO + 4cM + cP) / 6


• Reserve analysis:
1. Contingency allowances for unplanned but potentially
Exam
required changes as a result from realized risks
Preparation
identified in the risk register
• Are included in cost baseline
2. Management reserves for unplanned changes to project
scope and cost
• PM may be required to obtain approval before spending
management reserve
• Not part of the project cost baseline
• May be part of the total project cost
• Cost of quality
• The work added to accommodate quality
• Conformance / non-conformance cost
• Vendor bid analysis


Types of Cost
• Variable costs : cost of material, supplies,
Exam wages
Preparation
• Fixed costs : set-up, rental, etc
• Direct costs : directly attributed to the
project
• Indirect costs : overhead costs incurred
for the benefit of more then one project


7.2 Determine Budget
Tools & Techniques
Exam Inputs
1. Cost Outputs
Preparation
1. Activity cost aggregation
estimates 2. Reserve 1. Cost performance
2. Basis of estimates analysis baseline
3. Scope baseline 3. Expert judgment 2. Project funding
4. Project schedule 4. Historical requirements
5. Resource relationship 3. Project document
calendars 5. Funding limit updates
6. Contracts reconciliation
7. OPA


T&T: Cost Aggregation
• Individual activity cost Cost budget

Exam
estimates are aggregated Mng reserve
Preparation (brought together) at the Cost baseline
work package level of the
WBS Contingency rsv

• The work package Project
estimates are then
Control account
aggregated to the control
account level and ultimately Work packages

to the project level Activities


T&T: Funding Limit Reconciliation
• Funding availability (as in when the
Exam funds are available) may be a
Preparation
constraint that effects scheduling
activities
• Project Managers must reconcile
spending rates with funding rates to
insure the integrity of the schedule
baseline


Output: Cost Baseline

Exam
Preparation


8.1 Plan Quality
Tools & Techniques
Inputs 1. Cost-benefit
Exam Outputs
analysis
Preparation
1. Scope baseline 2. Cost of quality
2. Stakeholder 3. Control charts 1. Quality
register 4. Benchmarking management plan
3. Cost 5. Design of 2. Quality metrics
performance baseline experiments 3. Quality checklists
4. Schedule baseline 6. Statistical 4. Process
5. Risk register sampling Improvement plan
6. EEF 7. Flowcharting 5. Project document
7. OPA 8.Proprietary updates
quality mng meth
9. Additional quality
planning tools


Quality management recognize
the importance of
• Customer satisfaction
Exam • Prevention over inspection: quality is
Preparation
planned, designed, built in
• Continuous improvement
• Management responsibility:
success requires the
participation of all team members,
management responsibility is to provide
the resources needed


Common Quality Terms
• Quality: the degree to which a set of inherent
characteristics fulfill requirements
Exam
Preparation • Grade: a category assigned to products or services
having the same functional use but different
technical characteristics
• Precision: the values of repeated measurements
are clustered and have little scatter
• Accuracy: the measured value is very close to the
true value


Common Quality Terms
• Variable – a quality characteristic measured
Exam
in increments
Preparation
• Attribute – a quality characteristic that
either is classified as conforming or non-
conforming
• Mean – the mathematical average
• Mode – the middle most figure
• Median – the most frequent


T&T: Cost-Benefit Analysis
• Look at all of the tangible and intangible
Exam
costs of a quality program
Preparation
• Look at all of the tangible and intangible
benefits of a quality program
• Decide the size of quality program on the
project (less rework, higher productivity,
lower costs, increased stakeholders
satisfaction)


T&T: Cost of Quality (COQ)
Cost of Conformance: money spent during the
Exam
project to avoid failure
Preparation – Prevention cost (build a quality product)
• Training, studies, surveys
• Document processes
• Equipment
• Time to do it right
– Appraisal costs (assess the quality)
• Field testing, planning, and execution
• Statistical process control costs
• Quality audits
• Test evaluation


T&T: Cost of Quality (COQ)

Cost of Nonconformance: money spent
Exam
Preparation
during & after the project because of
failure
– Internal failure costs (found by the project)
• Rework
• Scarp
– External failure costs (found by the customer)
• Liabilities
• Warranty work
• Lost business


Quality Theorists
Edward Deming Plan, do, check, act cycle & 14 steps to
TQM, 85% of quality is management’s
responsibility
Exam
Preparation Phillip Crosby Prevention over inspection, zero
defects, quality is free=conformance to
requirements
Joseph Juran The 80/20 principle, top management
involvement, “fitness for use”, grades of
quality
Walter Shewhart Statistical tools, control chart techniques

Kaoru Ishikawa Seven tools for quality management,
Quality Circles
Kaizen Approach First improve quality of the people, then
the quality of product or services

Standard Deviation
• A measure of
dispersion around 1 Standard Deviation 68.26%
Exam
Preparation some central point,
usually the mean 2 Standard Deviations 95.46%
• Six Sigma
methodologies: 3 Standard Deviations 99.73%
– DMADV (define,
measure, analyze, 6 Standard Deviations 99.99%
design, verify)
– DMAIC (define,
measure, analyze,
improve, control)


T&T: Control Charts
• Are used to determine whether or not
Exam a process is stable or has predictable
Preparation
performance
• Terms:
– Upper & lower specification limits = based
on requirements, reflect max/min values
allowed
– Upper & lower control limits = set by the
PM, reflect the points for corrective action
to prevent exceeding specification limits


T&T: Control Charts
• How to apply:
Exam – Control limits are generally ±3σ
Preparation
– Out of control when
1. One data exceed a control limit
2. Seven consecutive data are above or below
the mean


T&T: Benchmarking
• Comparing actual or planned practices
Exam to those of comparable projects to
Preparation
identify best practices and provide
standards against which to measure
performance


T&T: Design of Experiments
(DOE)
Exam
Preparation
• A statistical method or tool that helps
identify which factors may influence
specific variables of a product or
process
• Is used to determine the number and
type of tests and their impact on cost
of quality


T&T: Statistical Sampling
• Choose part of a population of interest
Exam for inspection to determine whether it
Preparation
falls within acceptable variance
• Cost of quality will include the number
of tests, expected scrap, etc


T&T: Flowcharting
• A graphical representation of a
Exam process showing the relationship
Preparation
among process steps
• Helps identify quality issues before
they occur


Additional Quality Planning Tools
• Brainstorming
Exam
Preparation
• Affinity diagrams (organize thoughts & facts)
• Force Field Analysis (examines the drive
and resistance of change)
• Nominal Group Techniques
• Matrix diagrams (relationships between
factors, causes, objectives)
• Prioritization Matrices


• Gold plating = give customer extras –
NO – PMI = focus on meeting the
requirements
• Prevention over inspection = metrics
Exam
Preparation
must be determined before the work
begins
• Responsibility of quality = work should
meet requirements, testing must be
done before submission
• Impact of pure quality = spending time
on quality has value
• Marginal analysis: incremental
revenue from improvements =
incremental costs to secure it


• Quality planning = 1. identify which
quality standards are relevant to the
project, 2. determine how to satisfy
Exam them
Preparation
• Quality assurance = determine if the
project is complying with
organizational and project policies and
processes
• Quality control = measure specific
project results against standards to
identify ways to eliminate causes of
unsatisfactory performance


Output: Quality Management Plan
• Describes how the project
Exam management team will implement the
Preparation
performing organization’s quality policy
• Will be an input to the overall project
management plan
• Includes quality control, quality
assurance, continuous process
improvement approaches


More Outputs
• Quality metrics: operational definition that
Exam
describes what something is and how the
Preparation quality control process measures it
• Quality checklists: structured tool, usually
component-specific, used to verify that a set of
required steps has been performed
• Process improvement plan: Details the
steps for analyzing processes that will facilitate
the identification of waste and non-value added
activity thus increasing customer value


9.1 Plan Human Resource
Tools & Techniques
Exam Inputs
• Organization Outputs
Preparation
1.Activity resource charts and position
requirements descriptions 1. Human resource
2. Enterprise 2. Networking Plan
environmental 3. Organization
factors theory
3. Organizational
process assets


Resource planning techniques
Responsibility Matrix Identifies who does what and when

Exam
Preparation
Resource Quantifies work hours against work
Spreadsheet period
Resource Identifies daily work to be accomplished
daily/weekly by each resource
allocation sheet
Resource Gantt Illustrates calendar time a resource is
Chart active on a task

Resource Histogram Column chart illustrating the number of
(Resource Loading resources needed during each work
Chart) period


Responsibility matrix example
Responsibility
Name Primary Secondary
Exam Project Planning, communications,
Preparation manager tracking, reporting
Functional Requirements analysis, Traceability of requirements
consultant scope elaboration
Technical Technical requirements, Integration
architect architecture, traceability
Designer User interface, module Integration test cases
design review
Developer Coding, program unit testing Scope mapping, traceability
Database Database design, Optimization, application
administrator normalization performance
QA – test QA planning, test case Requirement testability
analyst development, execution,
results tracking

Resource spreadsheet and allocation
Name Function Experience Contact E-mail
Person 1 Project Manager 9 years 022-xxxxxx alex@abc.com
Person 2 Technical lead 7 years 022-xxxxxx mike@abc.com
Person 3 Functional cons. 6 years 022-xxxxxx flora@abc.com
Exam Person 4 Architect 7 years 022-xxxxxx arj@abc.com
Preparation
Person 5 Developer C#, 3 years 022-xxxxxx kan@abc.com
Javascript, HTML,
MS.net 2.0
Name Mon Tue Wed Thu Fri 8-12 Oct 15-19 22-26
1-Oct 2-Oct 3-Oct 4-Oct 5-Oct Oct Oct
Person 1 PM PM PM PM PM PM PM PM

Person 2 Tech Tech Tech Tech. Tech. Develop Develop Develop
analysis analysis analysis workshop workshop
Person 3 Func. Func. Func. Func. Func. Func.
Consulting Consulting Consulting Consulting Consulting Consulting
Person 4 Security Security Network Application Infrastructur
e
Person 5 Program Specs. Specs. Specs
specs.


Resource histogram example
120%

Exam 100%
Preparation % allocation Person 1
80%
Person 2
60% Person 3
Person 4
40%
Person 5
20%

0%
1-Oct 2-Oct 3-Oct 4-Oct 5-Oct
Date


Responsibility assignment matrix
•A responsibility assignment matrix (RAM) is used to
assign roles to each deliverable or activity.
Exam
Preparation •Roles can include:
 Accountable = the person who owns the activity. This person
reports on the status and insures the work is done and done
correctly
 Responsible = the person doing the work. This can be the
same person as the accountable resource, or it can be a
different person
 Consult = this person can provide expertise, past experience or
information needed for the activity
 Inform = this person needs to be aware of the results and the
status of the activity


RAM example
Activity Person 1 Person 2 Person 3 Person 4
Exam
Collect
Preparation A R R S
requirements
Develop design A C S
Build prototype A S
Layout production A C
Develop A I
Test I I A
Deploy A


Organizational Theory

Functional A hierarchy where each employee has one
Exam clear superior, grouped by specialty
Preparation
Matrix A blend of functional and projectized
characteristics

Projectized Most of the organization’s resources are
involved in project work; project team
members are co-located

Composite A combination of all three other structures


Functional Project Structure

Chief
Exam Executive
Preparation

Functional Functional Functional
Manager Manager Manager

Project Staff Staff Staff
Coordination
Staff Staff Staff

Staff Staff Staff

Project Team


Projectized Project Structure

Exam Chief
Preparation Executive

Project Project Project
Manager (A) Manager (B) Manager (C)

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff
Project
Coordination Project Team


Weak Matrix Organization

Chief
Exam Executive
Preparation

Functional Functional Functional
Manager Manager Manager
Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Project
Coordination


Output: Human Resource Plan
• Provides guidance on how project
Exam human resources should be defined,
Preparation
staffed, managed, controlled, released
– Role, authority, responsibility, competency
– Project organization charts
– Staffing management plan: staff
acquisition, resource calendars, staff
release plan, training needs, recognition
and rewards, compliance, safety


10.2 Plan Communications
Tools & Techniques
Exam Inputs
1. Communication Outputs
Preparation
• Stakeholder requirements
Register analysis 1. Communication
2. Stakeholder 2. Communication management plan
Management strategy Technology 2. Project documents
3. EEF 3. Communication updates
4. OPA Models
4. Communication
methods


T&T:
Communication requirements analysis
• Determines the information needs of
Exam the project stakeholders
Preparation
• Can be
o Formal or informal communication
o Horizontal and/or vertical communication
o Written and/or verbal communication


• Encode the message carefully =
select the appropriate
communication mean & method
Exam
Preparation
• Confirm the message is
understood = feedback

• Decode the message carefully =
effective listening

• Recognize the communication
channels

Effective Communication

 Verbal
Exam
Preparation
 Paralinguistic
 Non-verbal

 !!! Loss of effectiveness when you only have
words to convey your message
 93% loss on e-mails
 55% on phone calls

Communication Channels
• A communication channel
Exam is the line of
Preparation
communication between
two or more
parties

n(n-1) / 2


Output: Communications Plan

Stakehol Information
Medium Frequency Owner
Exam der Needs
Preparation
Sponsor Project Written Monthly Project
status report manager

Project Project Meetings Weekly Project
team updates manager

These five items constitute the minimum components of a
communications plan.


11.1 Plan Risk Management
Tools & Techniques
Exam Inputs
Preparation 1. Planning Outputs
1. Project Scope meetings and
Statement Analysis 1. Risk management
2. Cost management Plan
Plan
3. Schedule
Management plan
4. Communication
Management plan
5. EEF
6. OPA


Output: Risk management plan
• Describes how risk management will be structured
and performed on the project
Exam
Preparation
• Includes
– Methodology
– Roles & Responsibilities
– Budgeting
– Timing
– Risk categories (as a list or a RBS)
– Definition of risk probability and impact
– Probability and Impact matrix
– Revised stakeholders tolerances
– Reporting formats
– Tracking


11.2 Identify Risk
Inputs Tools & Techniques
Exam 1. Risk mng plan
Outputs
Preparation 2. Activity cost 1. Documentation
Estimates reviews
3. Activity duration 2. Information • Risk register
Estimates gathering
4. Scope baseline techniques
5. Stakeholder 3. Checklist analysis
Register 4. Assumptions
6. Cost mng plan Analysis
7. Schedule mng plan 5. Diagramming
8. Quality mng plan Techniques
9. Project documents 6. SWOT analysis
10. EEF 7. Expert judgment
11. OPA


T&T:
Information Gathering Techniques
• Brainstorming
Exam
Preparation • Delphi Technique
• Interviewing
• Root Cause Identification
• SWOT Analysis
• Checklists Analysis
• Assumptions Analysis


T&T: Diagramming Techniques
• Cause-and-effect diagrams
Exam (Ishikawa or fishbone diagrams)
Preparation
• System or process flow charts
(how elements interrelate)
• Influence diagrams (relationships
among variables and outcomes)


Output: Risk Register
• A component of the project
Exam management plan
Preparation
• At this point in a project it includes:
– List of identified risks
– List of potential responses
– Root causes of risk
– Updated risk categories


11.3 Qualitative Risk Analysis
Tools & Techniques
Exam Inputs
1. Risk probability Outputs
Preparation
• Risk register and impact
• Risk mng plan Assessment • Risk register
• Project Scope 2. Probability and updates
Statement Impact matrix
4. OPA 3. Risk data
Quality assessment
4. Risk
categorization
5. Risk urgency
assessment
6. Expert judgment


Dimensions of the risks
• Probability
Exam
Preparation • Impact
• Exposure = Probability x Impact
• Causes
• Effects
– Negative  Treat
– Positive  Opportunity


T&T:
Probability and Impact Matrix
Exam
Preparation high

Probability

low

low high
Impact


Using the P x I Matrix (Example)
Med Risk score = P x I High
(yellow) (red)
Exam
Probability
Preparation
5 5 10 15 20 25
4 4 8 12 16 20
3 3 6 9 12 15
2 2 4 6 8 10
1 1 2 3 4 5
1 2 3 4 5
Low
(green) Impact (linear scale) on [an objective]


Other assessment T&T
• Risk data quality assessment: Determine the
usefulness of the data gathered (is unbiased and
Exam accurate?)
Preparation
• Risk Categorization:
– May include categorization by source of risk,
phase of project, type of risk, etc.
– Grouping risks by common root causes may
lead to developing more effective risk
responses
• Risk urgency assessment: how quickly a
response is needed? Risks triggers, time needed
to develop and implement, etc


Exam Preparation

Conducting a Risk Analysis

Exercise 3-5

11.4 Quantitative Risk Analysis
Tools & Techniques
Exam Inputs
Preparation • Data gathering Outputs
1. Risk register and representation
2. Risk mng plan techniques 1. Risk register
3. Cost mng plan 2. Quantitative risk Updates
4. Schedule mng analysis and
plan modeling
5. OPA techniques
3. Expert judgment


T&T: Data Gathering and
Representation Techniques

Exam • Interviewing stakeholders to determine the
Preparation
three-point estimates for each WBS
element
• Probability Distributions
• Modeling techniques:
– sensitivity analysis / tornado diagram
– Expected monetary values analysis
– Modeling & simulation / Monte Carlo technique
• Expert Judgment

Expected Monetary Value (EMV)
• EMV is frequently used with decision
Exam trees to quantify a decision
Preparation

EMV = Value * Probability


A Decision Tree Example
Decision Chance
Path Values
Decisionand Project Cost
Technology Technology Chance Profits
Profits and Probabilities Path Values
and Project Cost And Probabilities

30%
Exam Works Well $2,200
Preparation $3,000

Profit:
New
Technology $450 = (30% x $2,200) + (70% x $ -300)

$ -800 70%
Has
$ -300
Problems
$500
Technology
Choice

80%
Works Well $700
$1,000

Old Profit:
Technology $600 = (80% x $700) + (20% x $200)

$ -300 20% $200
Has
Problems
$500


EMV Example
Delay EMV
Probability Impact Total
Exam Contractor in
of Delay per day Impact (P x I)
Preparation Days

A 35% 60 $1,000 $60,000 $21,000

B 55% 20 $1,000 $20,000 $11,000


Decision Tree Analysis

Exam
Preparation
Decision A Decision A will return
A $6,000 and has a 60%
cost $1,800
likelihood of success

Decision B will return
Decision B
$8,500 and has a 40%
cost $1,400 B likelihood of success


• Decision Tree Analysis using
EMV
Exam
Preparation EMV
Decision A will return
Decision A A $3,600
cost $1,800 $6,000 and has a 60%
likelihood of success -1,800
$1,800

Decision B
$8,500 and has a 40%
cost $1,400 B likelihood of success
$3,400
-1,400
$2,000


• Decision Tree Analysis using
EMV with a cost element
included
Exam
Preparation
EMV
Decision A will return $3,600
Decision A A
cost $1,800 $6,000 and has a 60% -1,800
likelihood of success $1,800

Decision B
$8,500 and has a 40% $3,400
cost $1,400 B likelihood of success -1,400
$2,000


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