PMP - MAY 12, 2008

All this hard work paid off - on May 12, 2008 (around noon) I officially earned my PMP! I thought the test was challenging - even to the point I think I got the hard test.

Points:
1. Schedule the test
2. Prepare to take the test
3. When taking the test: Monitor your time, and don't panic. My experience is, I was running out of time on the last 20 questions - and flew through them. I did not do a review because my own personal experience is that it doesn't work out for me, so I hit the end key and prayed for the best.

Notes:
1. If you pass - CONGRATULATIONS!
2. If you need to re-schedule - do so as soon as possible - don't wait.
3. Let's say in the unlikely event you do not pass, don't fret - because NOW you know what the test is all about. Take another review course, practice test taking while evaluating what might of happened. Then SCHEDULE again, because in the end - you will get your PMP and it is worth the effort.

THANK YOU to everyone who participated in the study groups and supported me in this effort.

Brain Dump - Initial

Not bad for my first initial brain dump considering the exam is only 3 weeks away (who's counting)?.

Check this out:
Brain Dump April 21, 2008

Rita’s Process Chart

Initiating
Select PM
Determine Culture and existing Systems
Collect Processes, Procedures and Lessons Learned
Divide Project into Phases
Determine Stakeholders
Document Business Needs
Determine Project Objectives
Define Assumptions and Constraints
Develop Project Charter
Develop Preliminary Project Scope

Planning
Develop ‘how to plan’ planning documents
Develop Project Scope
Select Project Team
Develop WBS and WBS Dictionary
Develop Activity List
Create Network Diagram
Estimate Resource Requirements
Estimate Time and Cost
Determine Critical path
Develop Schedule
Develop Budget
Determine Quality standards, processes and metrics
Define Roles and Responsibilties
Develop Communications plans,
Develop Risk identification, qualitative & quantitative risk analysis, & response planning
Iteration
Determine what to purchase
Prepare Procurement documents
Finalize how to ‘execute’ and control aspects of all management plans
Create Process Improvement Plan
Develop final PM plan and performance Measurement baselines
Gain Formal Approval
Conduct Kick off meeting

Executing
Acquire final team
Execute the PM plan
Work to produce product
Recommend changes and corrective actions
Send and Receive Information
Implement approved changes, defect repair, preventive and corrective actions
Continuous improvement
Follow processes and procedures
Team Building
Give and receive recognition
Hold progress meetings
Use work authorization system
Request seller responses
Select seller

Monitoring and Controlling
Measure against performance baselines
Measure against performance management plans
Determine variances and if they warrant a corrective action or a change
Scope Verification
Configuration Management
Recommend changes, defect repair, preventive and corrective action
Integrated Change Control
Approve Changes, defect repair, preventive and corrective action
Risk Audits
Manage Reserves
Use Issue logs
Facilitate Conflict resolution
Measure team member performance
Report on performance
Create Forecasts
Administer Contracts


Closing
Develop Administrative Closing procedures
Perform Contract Closure
Scope Verification
Gain Formal acceptance of the product
Final Performance reporting
Index and Archive Project Records
Lessons Learned
Hand off Product
Release Resources

Project Management (I saw the car quickly hit Chris's rear plate)
Integration, Scope, Time, Cost, Quality, HR, Communications, Risk and Procurement

Integration
Project Charter
Project Scope
Develop PM plan
Direct and Manage Project Execution
Monitor and Control
Integrated Change Control
Closing

Scope Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Closing

Time Management
Activities Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

Cost
Cost Estimating
Cost Budgeting
Cost Control

Quality

Quality planning
Quality Assurance
Quality control

Human Resource
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project team

Communications
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders

Risk
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Controlling

Procurement
Plan Purchases and acquisitions
Plan Contracting
Request Seller Responses
Select Sellers
Contract Administration
Contract Closure


Formulas – the best I can do on 4/21/08

Know some basics: Always Fixed Values:
AC, PV, and BAC!

Know that Earned value analysis compares three values:

PV – Planned Value
(BCWS)
(The cost on what you planned)
(PMB: Performance Measurement Baseline)
EV – Earned Value
(Calculated ratio on how close you are to the plan)
(Percentage of the total budget equal to the percentage of work actually completed.)
(Also called BCWP – Budgeted Cost of Work Performed)
AC – Actual Cost
(ACWP)
Cost based on your timesheets

Variance – Always a subtraction, EV is first
SV = EV – PV
CV = EV – AC

Performance – index (always a division, EV on top)
SPI = EV/PV
CPI=EV/AC

Communications: N(N-1)/2 yeah! I remembered that one!!!
This is about all I can remember.

This is where you have to memorize!!!
PROJECTIONS
It is about EV
Note: 2 ESTIMATE AT COMPLETION formulas
EAC = AC + BAC – EV (Actual costs, Budget at Completion, and Earned Value)
EAC = BAC / CPI (Budget at Completion / Cost Performance Index)


Note: 1 VARIANCE AT COMPLETION formula
VAC = BAC – EAC (Budget at Completion – Estimate at Completion)


O.K., you might think this is repetitive, but my memory is always an uphill battle and I'm not sure who is winning this one!

PROJECT COST MANAGEMENT - REVIEW

For you:

After Reviewing the Time Management chapter 6, I am now reviewing Cost Management, Chapter 7 – page 210 in Rita’s book has a nice exercise which clarified for me, the meaning behind each cost element. I recommend this exercise:

PV: What is the estimated value of the work planned to be done (BCWS)
EV: What is the estimated value of the work actually accomplished (BCWP)
AC: What is the actual cost of Work performed (ACWP)
BAC: Budget at Completion
CV Cost Variance (EV-CV)
CPI: Cost Performance Index (CPI=EV/AC)
SV: Schedule Variance (SV=EV-PV)
SPI: Schedule Performance Index (SPI=EV/PV)
EAC: Estimate At Completion (BAC/CPI)
ETC: EAC – AC
VAC: BAC – EAC

There are many formulas for EAC. See page 207 in RITA’s book (or look up in (PMBOK). Memorize this. Do the exercises – they help.
Points; EV comes first in every formula.
If it is a variance, the formula is EV minus something.
If it is index, it is EV divided by something
If the formula relates to cost, use AC
If the formula relates to schedule, use PV
For interpretation, negative is BAD and positive GOOD. (SV and CV)
For interpretation, greater than one is GOOD, less than one is BAD (SPI and CPI)

KEEP ON GOING - STUDY AND REVIEW

I am continually reviewing. I was taking the MeasureUp exam and came across a question requiring that you know how to determine float in a network diagram. This required knowledge of how to do a FORWARD and BACKWARD Pass, then compute the FLOAT for a particular task.

KNOW THIS!
Calculate Early Start and Early Finish values using Forward pass.
EF = ES + DUR -1 on subseuent activites is greast EF + 1

Calculate Later Finish and Late STart Values using Backward pass
LS = LF - DUR + 1, LF on previous activities is least LS - 1.

I sent an e-mail out to the study group detailing my hours worth of review. Maybe you will benefit from that.

Calculate FLOAT
F = LS - ES (also called SLACK)

The following review is RITA's PROCESS CHART
(recommend strongly that you know this, it will help with your sense of understanding all the KNOWLEDGE areas, integration with the Process areas).

INITIATION

Select PM
Identify Cultures, Existing Systems
Collect Processes, Procedures and lessons Learned
Divide Project into Phases
Select Stakeholders
Document Business Needs
Identify Business Objectives
Document Assumptions and Constraints
Develop Project Charter
Develop Preliminary Project Scope


PLANNING

Develop PM ‘how to plan’ documents
Determine Team
Develop Project Scope
Develop WBS and WBS dictionary
Develop Activity List
Develop Network Diagram
Estimate Resources
Estimate Time and Cost
Develop Critical Path
Develop Schedule
Develop Budget
Determine Quality, Assurance, Monitor and Control (Metrics)
Determine Roles and Responsibilities
Develop Communications Plan
Develop Risk Management plan (Quantitative, Qualitative, monitor and control)
Iterations – GO BACK
Identify what to purchase
Develop Procurement documents
Develop ‘how to execute and control’ plans
Create Process Improvement plans
Develop final PM plan and performance measurement documents
Gain final approval
Hold Kick off Meeting

EXECUTING

Acquire
Work to produce product scope
Recommend changes, defect repair, preventive and corrective action
Send/Receive communications
Implemented approved changes, defect repairs, preventive and corrective action
Continuous process improvement
Follow processes
Team Building
Give recognitions and rewards
Hold Progress meetings
Use Work Authorization
Request Seller responses
Select Seller


MONITORING AND CONTROL

Measure according to PM plans
Measure according to performance baselines
Determine variances
Scope Verification
Configuration Management
Recommend changes, defect, preventative and corrective Actions
Integrated Change Control
Approve Changes, defect, preventative and corrective Actions
Risk audits
Manage Reserves
Issue Logs
Facilitate Conflict Resolution
Measure Performance
Report on Performance
Forecasts
Administer Contracts


CLOSING

Develop Closing Procedures
Complete Contract closures
Confirm Work is done to requirements - Verify product scope requirements
Gain Formal Acceptance
Final Performance reporting
Index and Archive records
Document Lessons Learned
Hand off completed product
Release resources

Mid-point Review

The mid-point review consists of:

The PMP and the exam; preparing for it (a review); and signing up!
1. I put that first because it is important to commit. What are your intentions?

The Framework of Project Management
I took a review class, my first PMP review - I have to tell you, I did not know what I was getting myself into - sometimes (alot of times) I walk into these things - totally blind. The class made no sense to me. Why was I doing Project Management and what does PMBOK have to do with it. 5 processes and 9 knowledge areas? What does 44 activities have to do with it and what about 'integration'? Now that I am wiser, this makes absolute sense to me. I may not know it all, but I understand what it is about, it's purpose, and I know the goal.

The Framework:
From the American heritage Dictionary, Framework definition:

1. A structure for supporting or enclosing something else, especially a skeletal support used as the basis for something being constructed.
2. An external work platform; a scaffold.
3. A fundamental structure, as for a written work.
4. A set of assumptions, concepts, values, and practices that constitutes a way of viewing reality.

I highlighted my favorite definitions. The Framework, as I know it to be in the PMP - PMBOK-3 definition - it is a structure to define the Project Management set up - the roof and the foundation, the Processes and the nine knowledge areas.

The five processes are:

Initiating, Planning, Executing, Monitoring & Controlling, Closing

In every Knowledge area of Project Management - it touches one or more of the five processes - some will involve all 5 processes, some only two. The 9 knowledge areas are:

(using this tip to remember:

I saw the car quickly hit Chris's rear plate....

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

HR Management

Communications Management

Risk Management

Procurement Management

The 44 activities are inside the framework and touch both a knowledge area (only one) and touches a process area (at least one, sometimes all 5 process areas).

The Framework must be understood, not memorized, but understood well. The process and knowledge areas will become very, very familiar as we progress forward in the PMBOK studies.

I use this blog to talk to myself, so - here is RITA's PROCESS CHART (my test to myself) - if you are listening, MEMORIZE THIS!!!

INITIATION

Select project Manager, Determine Company Culture and existing Systems, Collect processes, procedures and historical information, Divide project into phases, identify stakeholders, Determine Business Needs, Document Project Objectives, Document Assumptions and Constraints, Develop Project Charter, Develop Preliminary Scope Statement

PLANNING

Define plans on how to plan, part of PM plans;

I will update this later... Do you know the rest of the process chart?

Project Time Management - notes

Good Evening! This is my third, fourth, fifth time delving into Project Time Management. There is so much to this chapter and to top that off, it closely parallels Project Cost Management. They go hand in hand. It is a HUGE impact if your scheduling is not done right for a project - that the costs - are also 'hugely' affected by that. For example: Because of a 6 month delay in software development by the vendor (yes, it was), it impacted out costs. If we extended implementation out by one month, it would have cost too much money - I want to say 10% more - it was a bunch. Instead, it was decided to implement and accept in the same month (30 day acceptance period) - our warranty is still in affect and the risk is somewhat minimal.

I am summarizing RITA's Chapter 6 - Schedule Management Planning tonight. It's all I can concentrate on at this time. - sharpen your pencil and get ready.

"In order to answer time management questions correctly, you need a thorough understanding of the PROCESS of scheduling a project. In the real world, we use software to help us with the network diagram. In the PMBOK exam world, you must know how to manually draw the network diagram. Anyway, the project management software available can be extremely helpful for scheduling 'what if' scenarios and status reporting functions, but it does not tell you how to manage a project. " You cannot follow software, you must make it conform to your needs".

MEMORIZE RITA's process chart - this will truly help you understand. For the Project Time Management chapter, we are dealing with very specific tasks in the Planning and the Monitoring and Controlling Process areas.

PLANNING: Determine how you will do planning (schedule) - part of the pm plans; create activity list; estimate resource requirements; estimate time and cost; determine critical path; develop schedule; iterations - go back; Finalize the "how to execute and controls' aspects of all management plans; Develop final PM plan and performance measurement baselines.

MONITORING & CONTROLLING: Measure against the performance measurement baselines; Measure according to the management plans; Determine variances and if they warrant corrective actions or a change; Recommend changes; defect repair; preventive and corective actions.

IN SUMMARY:

Time Management Process Done During

Activity Definition Planning Process group
Activity Sequencing Planning Process group
Activity resource estimating Planning Process group
Activity duration estimating Planning Process group
Schedule development Planning process group
Schedule Control Monitoring and Controlling

THINGS TO KNOW FOR THE EXAM:
1. Estimating is based on WBS (to improve accuracy)
2. Estimating should be done by the person doing the work whenever possible (Expert Judgement - Tool & Technique)
3. Historical Information from past projects (Organizational Process Assets)
4. A schedule baseline (cost, scope, quality and resource baselines) and can only be changed by approved change requests. "A baseline is a specific version of the project plan/schedule approved and accepted by the project management team"
5. The schedule should be managed to the Schedule baseline.
6. Integrated Change Control
7. Estimates are more accurate to the smaller size work components established (refer to activity list information - break down from WBS )
8. Corrective and preventive actions should be recommended when schedule problems (cost, scope, quality and resource problem ) occure
9. A PM should never just accept requirements from management, but rather analyze the needs of the project, come up with her own estimates and reconcile any differences to produce realistic objectives.
10. Plans should be revised as necessary during completion of work
11. How to get a good estimate
12 Padding is not acceptable PM practice
13. The PM must meet any agreed upon estimates
14. What to do with the estimates when received
15. How to keep the estimates realistic

REMEMBER: Incorrect PM practices will be listed as choices on the exam. Study and be clear on Project Time Management.

RITA says: You will frequently see one-time estimate per activity used on the exam,. This method is not always the best, but it is a quick way to improve your undersatnding of finding critical paths, and drawing network diagrams. Using one-time estimates also allows for a dquick calculation and proof that you understand those concepts.

TIME MANAGEMENT:

The first process is PLANNING! How will I go about planning the schedule for the project?
How will I effectively manage and control the project to the schedule baseline, and manage schedule variances?

A schedule management plan requires that the project be measured to the baseline along the way of the project....

The schedule management plan will help make the schedule estimating process faster by providing guidelines on how estimates should be made (stating that estimates must be in hours or days). During the direct and manage project exxecution process, the schedule management plan can help determine if a vaiance is over the allowable threshold. . .
The schedule management plan can also help detemine the types of reports required on the project relating to schedule....

Next STep after the SCHEDULE MANAGEMENT PLAN has been developed. . .

ACTIVITY SEQUENCING . . . Stay tuned....

Testing, Memorizing and studying

I really enjoy the study group. It provides both consistency and motivation. TIP: Get your PMBOK-3 PMP before January. Otherwise, you will be faced with preparing for PMBOK-4. AFter all this preparation, how much more do you want to put into this?

Consistency - this is a key as well. I have been so busy with a project at work, it has been very disruptive in my studying for the PMP. I can tell the difference - my motivation is waning and my memory for PMBOK is too. :)

So here we go, I'm re-committing to my studies.

The basics - Rita's Process Chart. I have a couple of the processes memorized - the others 'kind of' - so if you get bored with this - move on and post a blog of a different sort.

HAVE YOU MEMORIZED RITA's PROCESS CHART?

Test yourself. . . . . .

Initiation:

1. Select the PM = this is good time to choose who
2. Determine Company Culture and existing systems
3. Collect Processes, procedures and historical records
4. Divide project into phases
5. Identify stakeholders
6. Document business needs
7. Document project objectives
8. Document Assumptions and Constraints
9. Develop Project Charter
10. Develop Preliminary Project Scope

NOTE: Everyone should know by now the INITIATION Process pretty well, as well as the INPUTS, TOOL & TECHNIQUES, and OUTPUTS

PLANNING
1. Determine how to plan - 'project management plan'
2. Develop Project Scope
3. Determine the Team
4. Create WBS and WBS Dictionary
5. Create Activity List
6. Create Network Diagram
7. Estimate Time and Cost
8. Determine Resources
9. Determine Critical Path
10. Develop Schedule
11. Develop Budget
12. Determine Quality, Quality Control, Quality Assurance
13. Determine Roles and Responsibilites
14. Develop Communications Plan
15. Determine Risks, Risks Reponses, Risks Control
16. Iterations
17. Determine what to purchase
18. Develop Procurement documents
19. Prepare final "how to execute and monitor' pm plans
20. Create Process Improvement Plans
21. Prepare final PM plans and measurement baselines
22 Gain Formal Approval
23. Conduct Kick off meeting

Executing
1. Acquire the team
2. Execute the PM Plan
3. Complete Project work
4. Recommend changes and corrections
5. Send and Receive
6. implement changes, corrections and defect repairs
7. Chris - Continuous Improvement
8. Follows - follow Processes
9. Given - Recognition and Reward
10. Hold - Hold Progress Meeting
11. Useful - Use Issue Logs
12. Requests - Request Seller Reponses
13. Select Seller

Well - I know 50%, maybe alittle more on the EXECUTING process - STUDY - STUDY - STUDY - Note: Someone in our study group recites this before going to sleep - that's an idea!

MONITORING AND CONTROLLING

1. Measure against the baselines
2. Measure against the performance measurement baselines
3. Measure according to the management plans
4. Determine variances and if they warrant corrective action or a change
5. Scope verification
6. Configuration Management
7. Recommend changes, defect repair, preventive and corrective actions
8. Integrated Change Control
9. Approve changes, defect repair, preventive and corrective actions
10. Risk Audits
11. Manage Reserves
12. Use Issue Logs
13. Facilitate conflict resolution
14. Measure team performance
15. Report on performance
16. Create forecasts
17. Administer Contracts

The key is to Study and LOGIC this one out.

CLOSING

1. Develop Closing Procedures

2. Complete Contract Closure

3. Confirm Work is done to REquirements

4. Gain Formal Acceptance of the product

5. Final Performance Reporting

6. Index and Archive records

7. Update Lessons Learned Knowledge Base

8. Hand off completed Project

9. Release Resources

STudy STUDY STUDY and RECITE, RECITE, RECITE, RECITE

Rita's Process Chart - Memory Test

HAVE YOU MEMORIZED RITA's PROCESS CHART?

Test yourself. . . . . .

Initiation:

1. Select PM;
2. Determine Culture, Existing Systems;
3. Collect Processes, procedures and historical records;
4. Divide Project into phases;
5. identify stakeholders;
6. Document Business Needs,
7. Determine Project Objectives;
8. Document Assumptions and Constraints;
9. Develop Project Charter
10. Develop Preliminary Project Scope

Planning
1. Determine how to do Planning - document for PM plan
2. Develop Project Scope
3. Determine Team
4. Create WBS, Create WBS Dictionary
5. Create Activity List
6. Create Network Diagram
7. Estimate Resource Requirements
8. Estimate Time and Cost
9. Determine critical path
10. Develop Schedule
11. Estimate Budget
12. Determine quality standards, processes and metrics
13. Define Roles and Responsibilities
14. Develop Communications requirements
15. Develop Risk plan, Risk Identification, Risk Analysis, Risk response
16 Iterations
17. Determine Purchases
18 Prepare Procurement documents
19. Finalize How to execute and control aspects of all mgmt plans
20. Create Process Improvement Plan
21. Develop Final PM plan and performance measurement baselines
22. Get formal approval
23 Kick off meeting

Executing
1. Acquire team
2. Execute the PM plan
3. Work to produce product scope/ Complete product work
4. Recommend changes and corrective actions
5. Send and receive information
6. Implement approved changes, defect repair, preventive/corrective actions
7. Continuous Improvement
8. follow processes
9. Team building
10. Give recognition and awards
11. Hold progress meetings
12. Use work authorization System
13. Request Seller Bids
14. Select Sellers

Monitoring and Controlling

Measure against the performance measurement baselines
Measure according to the management plans
Determine variances and if they warrant corrective action or a change
Scope verification
Configuration Management
Recommend changes, defect repair, preventive and corrective actions
Integrated Change Control
Approve changes, defect repair, preventive and corrective actions
Risk Audits
Manage Reserves
Use Issue Logs
Facilitate conflict resolution
Measure team performance
Report on performance
Create forecasts
Administer Contracts

CLOSING
Develop Closing procedures
Complete Contract Closure
Confirm work is done to requirements
Gain formal acceptance of the produce
Final performance reporting
Index and Archive records
Update lessons learned knowledge base
Hand off completed product
Release Resources

PMBOK Chapt 4 - Project Integration Mgmt

Being ambitious, I want to summarize Chapt 4 - Project Integration management. This can all be attributed to Chapter 4 of the PMBOK 3 review guide, page 79 - I adlib (ed) trying to make sense of the integration management process flow - it is very logical and I maintain that an understanding is much better unless you have sometype of photographic memory!

Taken from PMBOK directly: "The Project Integration Management Knwolede ARea includes the processes and activities needed to identify, define, combine, unify and coordinate the various processes and project managemnt activies within the Project Management Process Groups.

ARe you asking yourself what this means? My take on it we have 5 process areas, 9 knowledge areas, 44 activities - how does this all work together? More specifically - this could fit into an overall process of Integration as follows:

4.1 Develop Project Charter
4.2 Developo Preliminary project Scope Statement
4.3 Develop Projec tManagement Plan
4.4 Direct and Manage Projec tExecution
4.5 Montior and Control projec tWork
4.6 Integrated Change Control
4.7 Close Project

Doesn't this make sense? The trickier part in understanding this, thinking logically, is knowing what the Inputs, Tools and Techniques, and the Outpust of 4.1 thru 4.7 are. It is all very logical if you think about it. Review the chart beginning on page 79 of the PMBOK - 3. Do you see that the output of one is the input of the next?

For example, after developing the Project Charter (Output) - are you ready to develop the Preliminary Project Scope STatement? O.K. that was too obvious. How about Develop Project Management plan and Direct and Manage Project Execution?

Think logically - what information do you need? For the Project charter, you need certain information - is their a contract? What about the Project SOW? Enterprise Environmental Factors (You need to know what the organization is like and what they have!) Organizational Process Assets - let's hope they have lessons learned - remember - that is like gold! Then there are the processes and procedures to gather and study.

That's right, we are now in Tools & TEchniques, what's that all about? Some information about Tools & Techniquest - you need to know and become familiar with the Project Selection Methods (Benefit Measurement methods: comparative approaches: scoring models, benefit contribution, economic models) and (Mathematical models that use linear, nonlinear, dynamic, integer, or multi-objective programming algorithms). The rest is again, pretty logical - what method of Project Management mehodology are you using and where are you going to store the information - what automated system of PM tools are you going to use? (PMIS)? Read Chapter four and study the inputs, tools and techniquest, and outputs. It reads like a flowchart - and works the same way.

Outputs of Project Charter- well, that one is obvious.

What do you need to develop the preliminary Project Scope STatement? Obivously the Project Charter and the Project Statement of Work. Again, there is Enterprise Environmental Factors (EEF) and Organizational Process Assets (OPA) - which reminds me - do you know OPM3 is? It's pmi-ism and PMI's Maturity Model (that's all you really need to know - how mature is an organization in their Project Management methods?

The Outputs of Project Scope Statement? Obvious.

Inputs to Develop Project Management Plan:

What was that output from the Project Scope Statement?
Project Management Processes (you might just need to memorize this one)
Then our old friends again, EEF and OPA - noted in all initiation, most of Planning development processes.

Tools & TEchniques in developing Project Management Plan: Project management methodology; PMIS, Expert Judgement (Me :) ) - had to make you smile.

OUTPUTS: What planning process are we in? Develop Project Management Plan? Oh yeah, output = The Project Management Plan

Direct and Manage Project Execution:
Sorry but some of this is re-reading, becoming familiar - try not to worry about memorizing - but here it is:
Inputs: Project Mangement Plan; Approved correction/preventive actions; Approved Change requests: Approved defect repair; Validated defect repair and Administrative closure procedure.

TOOLS & TECHNIQUES: Projec tManagement Methodology; PMIS

OUTPUTS: (from the inputs): Deliverables (the results); Requested changes; Implemented change requests; Implement corrective and preventive actions; implemented defect repair and Work Performance information. Key into this - Outputs are inputs to the next process. This is the general rule of thumb and it is important how the process flows - it logically inter-relates and once you realize this - it is an 'ah hah' moment.

Monitor and Control Project Work:
This is the part that gets interesting: Measuring, Forecasting - think about what is happening at this level.

Inputs: Project Management Plan, Work Performance Information and Rejected Change Requests. (remember that you are monitoring and controlling project work - are you working according to the plan)?

Tools & TEchniques: Project Management Methodology, PMIS, Earned value technique (are you getting your money's worth??) and Expert Judgement.

Outputs: Recommended corrective action (there is a problem - off centered, and you need to do something to get the project back inline)
Recommended Preventive Actions (things you do to make sure that the project doesn't get off track - insurance)

Forecasts; Recommended defect repair and requested changes.

INTEGRATED CHANGE CONTROL (I can only hope that you are following the chart on page 79 in PMOBK 3 Guide). IT's the only way you will understand this - and READ, READ, READ - you will get it then!

Inputs: Project Management Plan; REquested Changes Work Performance Informaton; Recommended Preventive and Corrective actions; Recommended defect repair; DELIVERABLES.

Note the Recommended actions and the deliverables - then of course, a change is based on some reason - to measure the impact - Work Performance Information (Measurements have to be provided!)

Tools and TEchniques: Project management methodology; PMIS and Expert judgement. (This one was easy)

OUTPUTS: APPROVED and REJECTED Change requests. Project Mangement Plan; Project scope statement ; Approved coreective and preventive actions; approved defect repair and validated defective repairs; DELIVERABLES.

CLOSE PROJECT:
Inputs: Project Management Plan, Contract Documentation; EEF, OPA , Work performance information (how on budget and on time were you?) and DELIVERABLES (Of course!).
Tools & TEchniques: Project Management Methodology; PMIS: Expert Judgement
OUTPUTS: Adminstrative Closure Procedures, Contract Closure Procedures, Final Product, SErvice or result and OPA UPDATES (Like LEssons LEarned?- yeah, right) :)

Rita Mulcahey's Chapter 3

This chapter is the most laborious. I'm still memorizing Rita's process chart. Once memorized, I can do at least 1/2 those lists. Initiating processes always includes as inputs - Enterprise Environmental factors and Organizational Process Assets. Read, and re-read this chapter. Why not, do the exercises - alittle at a time.

I received a couple of e-mails today from a PMP person. She understood my concern over taking the test. I'm really not a certification - exam taker. Seriously disabled with too many Senior moments - I'm somewhat concerned. Well to my surprised - I'm not the only one out there like this. More importantly - my stubborness translating into determineness is what will get me through this. I found it a confidence booster and gave me more motivation to 'git-r-done'. What a great PMP = and a motivator. Note: What are you doing to motivate your workplace?

Keep pushing forward, and reasoning will take over instead of memorizing.

Preliminary Project Scope

For some reason, those of us who have been utilizing the practice PMP tests, our study group has challenges with the preliminary project scope. Below is the official definition along with a detailed description of the 14 components. Don't let it throw you when the question lists alot of details about the 'preliminary project scope'. It's true that in the initiation phase, the 14 components are detailed in the project scope and 'refined' in the Planning process. FYI: (Courtesy of Anticlue.com)


Developing the Preliminary Project Scope
The preliminary Project Scope statement documents product requirements, project boundaries, methods of acceptance, and high-level scope control. As scope is defined a shared understanding among the stakeholders and project management team occurs, and it is further defined by the projects boundaries. This process of reviewing and analyzing project scope is commonly referred to as the Scope Definition process.

There are four inputs into the process of developing a preliminary project scope. They are:
1. Project Charter - This is the document that formally authorizes a project.
2. Statement of Work (SOW) - The SOW is a narrative description of products or services to be supplied by the project. It often indicates a business need, product requirements, and the strategic alignment with the performing organization.
3. Enterprise environmental factors – The Enterprise environmental factors are conditions within and outside an organization, from any or all of the organizations involved in the project, that may have an effect on the project outcome. Such factors include a company's structure and resources, and market and industry conditions.
4. Organizational process assets – Organizational Process Assets are resources, procedures, or processes, from any or all of the organizations involved in the project, that influence the process or outcome of a project. Organizational process assets include plans, policies, procedures, and guidelines.

The preliminary Project Scope Statement defines the project and establishes what must be accomplished at a high level. Commonly there are tools and techniques exploited by the project team to create the preliminary Project Scope Statement. These tools and techniques are:
1. A project management methodology - A set of guidelines or principles that can be tailored and applied to a specific situation. This methodology aids a project team in the development of the preliminary Project Scope Statement. For example, the system development life cycle methodology is often used to in IT projects.
2. A project management information system (PMIS) - A PMIS provides tools, including document management and collaboration tools, that can help project managers control project information and aid in the development and publication of the preliminary Project Scope Statement.
3. Expert judgment - The exercising of skills or knowledge gained from previous experience to make decisions on the project at hand. It is applied to technical and management details to be included in the preliminary Project Scope Statement. Am example of expert judgement is the project teams inclusion of patient census and patient days report for the design of a hospital registration reporting system.

Once you have it the preliminary Project Scope Statement content typically includes 14 components – give our take a few as one traverses industries.
1. Project and product objectives - Project objectives are the measurable success criteria of the project. Product objectives are the desired characteristics of the product, service, or result that the project was undertaken to create.
2. Product or service requirements and characteristics - These are conditions or capabilities that must be met or possessed by a system, product, service, result, or component to satisfy a contract, a standard, a specification, or other formally imposed documents.
3. Project boundaries - Project boundaries explicitly define what's included in and excluded from the project.
4. Project requirements and deliverables - Project requirements describe the conditions or capabilities that must be met or possessed by the project deliverables to satisfy stakeholder expectations. Project deliverables include the outputs of the project and auxiliary results, such as reports and documentation.
5. Product acceptance criteria - Product acceptance criteria include performance requirements and essential conditions that must be met before project deliverables are accepted.
6. Project constraints - A constraint is a state, quality, or sense of being restricted to a given course of action or inaction. It is an applicable restriction or limitation, internal or external to the project, that will affect the performance of the project or a process.
7. Project assumptions - Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects of project planning.
8. The initial project organization – the project organization consists of the project team members, project stakeholders, and performing organization.
9. The initial defined risks – Risks are possible events or conditions that would have a significant effect on the project outcome if they were to occur. Some risks, when matched with their possible outcomes, could lead to time and cost overruns.
10. Schedule milestones – Milestones are key events in the project schedule that may affect the project timeline. Schedule milestones also indicate the completion of a major deliverable. An example is the completion of a design prototype.
11. Initial work breakdown structure - A WBS is a hierarchical chart that shows the breakdown of a project's activities and deliverables. The initial WBS should consist of a "bare bones" outline of activities and deliverables.
12. The order-of-magnitude cost estimate – The order-of-magnitude cost estimate is one way to estimate the project's cost. It is an estimate that is made without detailed data.
13. Project configuration management requirements – Configuration Management requirements describe the degree to which configuration management and change control will be implemented on the project.
14. Approval requirements – Approval requirements outline approval processes and procedures that can be put in place by any stakeholder. Approval requirements can be applied to project objectives, deliverables, and work.

The Preliminary Project Scope Statement provides a guideline for project decision and assures a shared knowledge of project scope among stakeholders has occurred.
Project managers will continue to refine project scope as the project continues, but they need to develop a preliminary version to establish project scope for progressing through the initial project phases.

Rita's Process Chart - Initiation and Planniing

The goal is to memorize this chart found on page 39 in Rita Mulcahy's Project Managent PMP review book - to have it memorized by Saturday, Feb 2. We will be meeting at the library again (9AM - 11AM) to play the game and see how we do. Max is way aheaad of us, so those not yet ready for the game, you still have six days to 'git-r-done'.
Initiating:

1. Select Project Manager (The very first thing you do in Rita's Process Chart.).
2. Determine Company Culture and Existing Systems (Enterprise Environment Assets)
3. Collect Processes, Procedures, and Historical Information (Organizational Process Assets)
4. Divide Project into Phases (O.K. - I'll go with this)
5. Identify Stakeholders (You need to do this before you can justify and document the rest)
6. Document Business Needs (Because you met with the Stakeholders)
7. Define Project Objectives (You know what they are because this project meets the business needs)
8. Document Assumptions and Constraints (this defines the boundaries of the project)
9. Develop Project Charter (Authorizes the project and is an output of the Initiation process)
10. Develop Preliminary Project Scope (This is your SOW, and input into the planning process)

Planning:

1. Determine how you will do the Planning - document as part of the PM plans (makes sense)
2. Develop Project Scop
3. Determine Team (it is input into the rest of the parts that define the Planning process)
4. WBS and WBS dictionary (PMism is Work Packages - lowest level of the WBS and is defined with the key of an accounting code)
5. Create Activity List (list of what needs to be done)
6. Create Network Diagram (shows Critical Path)
7. Estimate resources (This is an ESTIMATE and is input into the next step)
8. Estimate time and cost (No project $$$ impacts your Critical Path)
9. Determine Critical Path (REmember the Network Diagram??)
10. Develop Schedule
11. Develop Budget
12. Define Quality standards, processes, and metrics
13. Determine Roles and Responsibilities (of the team)
14. Determine Communications Plan
15. Identify Risks, quantitative and qualitative, analysis and risk response planning
16. ITERATIONS (GO BACK) (Know this, and you are almost there!)
17. Determine what you have to purchase (Procurement Planning)
18. Prepare Procurement documents (Procurement Planning)
19. Finalize the 'How to Execute and Control' plan (Executing, Monitoring and Controlling processes)
20. Create Process Improvement Plan (memorize this)
21. Finalize Project Management Plans (For the Steering Committee - Stakeholders)
22. Gain Approval
23. Hold Kickoff Meeting (This is the YEAH point of the project)!

PMP STudy Group - Saturday Assignment

Hi Everyone,
We are mixing it up in the study group - in Rita Mulcahey's book, read the first 3 chapters for discussion in Saturday's study group. See ya - and maybe I'll add onto this blog post just to make it interesting - about the first three chapters (and how it compares to the PMBOK-3 first 3 chapters). Why not -need to keep it interesting. JP

Project Integration: Inputs, Tools & Techniques, Outputs

Knowledge Area 1: Project Integration Management:
I found my graphics (hardcopy). They are also listed in your PMBOK Guide (PMBOK-Three) beginning on page 79. Here is your starter text interpretation:

Project Integration Management:
4.1 Develop Project Charter:
Inputs: Contracts (when applicable) Project SOW, Enterprise Environmental factors, Organizational process Assets.
Tools and Techniques: project selection Methods, Project Management Methodology, Project management information system, Expert Judgement
Outputs: Project Charter.

4.2 Develop Prelim Project Scope Statement
Inputs: Project Charter, Project SOW, Enterprise Environmental factors, Organizational process Assets
Tools & Techniques: PM Methodology, PM Information System, Expert Judgement
Outputs: Preliminary Project Scope Statement

4.3 Develop Project Management Plan
Inputs: preliminary Project Scope statement, Project Management processes, Enterprise Environmental Factors, Organizational Process Assets
Tools & Techniques: Project Management Methodology, Project Management information Systems, Expert Judgement
Outputs: Project Management Plan

4.4: Direct and Manage Project Execution
Inputs: Project Management Plan, Approved preventive actions, approved corrective actions, approved change requests, approved defect repair, Validated defect repair, Administrative closure procedure
Tools & Techniques: PM methodology, PM Information system
Outputs: Deliverables, Requested Changes, Implemented change request, Implemented corrective actions, Implemented preventive actions, Implemented defect repair, Work Performance information.

4.5: Monitor and Control Project Work:
Inputs: Project Management Plan, Work Performance Information, Rejected Change requests
Tools and Techniques: PM Methodology; PM Information System, Earned Value Technique, Expert Judgement
Outputs: Recommended corrective actions, recommended preventive actions, forecasts, recommended defect repair, requested changes.

4.6 Integrated Change Control
Inputs: Project Management Plan, Requested changes, Work Performance Information, Recommended preventive actions, Recommended Corrective actions, Recommended defect repair, Deliverables
Tools & Techniques: Project Management methodology; Project Management Information System, Expert Judgement
Outputs: Approved change requests, Rejected Change requests, project Management Plan (updates) , Project Scope Statement (Updates), Approved Corrective actions, approved preventive actions, approved defect repair, validated defect repair, deliverables.

4.7 Close Project
Inputs: Project Management Plan, Contract documentation, Enterprise Environmental factors, Recommended preventive actions, organizational process assets, Work Performance Information, Deliverables.
Tools & Techniques: PM Methodology, PM Information System, Expert Judgement
Outputs: Administrative Closure procedure, Contract Closure procedure, Final Produce, service or results, Organizational Process Assets (Upgrades)

Project Charter Question

Project Charter: Teri sent me an e-mail about the Project Charter - who wrote/signed off the project charter? Do you know the answer? There is 'my' answer and then there is the 'PMBOK' answer. Though both was close in content - remember, memorize the PMBOK to get through the exam.

PMBOK says "a document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.". My thought on this was that the PM and 'resources' would have created the Charter with the sponsor signing off which would authorize the project. Slightly different, and is what happens in the real world but it is important to note that it is the authorization by the project initiator or project sponsor. In the Project Charter is where the PM is selected/named. Important point.

PMPReview Introduction

Today I scheduled to take the exam on April 28. That's a big day for me since I started this adventure (take the exam) almost 2 years ago. I'm commited or need to be. I am reviewing again and starting up the review process is probably the most challenging and so, here I am.

This is what I have so far: We started up the Virtual Study Group which is a start but need to do much more. Met today with two other folks (Teri and Max) at the Twin Hickory Library - GREAT! We were alittle unsteady at what approach to take and so, #1 - I committed to the test and signed up while there and #2 - we came up with a process - using my previous study groups PPT presentation for review and utilizing MeasureUP Q&A. We used every bit of the 2 hours we had planned and it was enough to motivate me - because now I know I gottta git-r-done! BTW - I signed up for the Va. Central Chapter - PMI meeting for 1/17. Go on and get involved - why not!

Back to the topic of PMP Review - Today a question came up about plotting the milestones in your PM plan - do you know when/where that get's plugged into the plan? It is an OUTPUT of Activity Definition of the Planning process (Pag 49 - Chapter 3).

I finally got something figured out - when I first ventured into this PMBOK thing, I kind of did not get it. Now I am so getting it which is exciting to me. I still can't answer the practice questions but it has more to do with reading comprehension and trick questions than it does with the subject matter.

Chapter ONE in PMBOK is all about the Project Framework. Do you really understand what that means? You never heard of this PMBOK thing much less the exam and PMP certification but it sounded good. O.K. Remember this, ISO stands for the International Organization of Standards. They are the ones that came up with this set of guidelines, standards and practices to structure Project Management Work. All our projects were failing and we were spending/wasting money to failing projects! How many examples do you want? The biggest one I recall is relative to IRS/DSS and the Unisys project (I'm dating myself) but in the end, much, much money was spent on something that technologically could not and did not work. That one was in the newspapers. Best Products - remember them? They did the same thing - spent money and hours and hours on a project - it was suppose to be the project that was to raise them to new heights - and they ended up canning the project after a year or more then closing their doors. That project probably did that company in. PMBOK says that sutdies conducted by the Standish Group in 2004 show that only 34 percent of projects are successful. So, there are compelling reasons to have a PMBOK. Now we have progressed to PMBOK Third Edition (lucky for us) which greatly standardized and structured the Project Management standards and the testing. Chapter one: Purpose of PMBOK and related definition of a Project (3 characteristics - Temporary, Unique, progressive Elaboration). What is the difference between Project and Operational (though some areas overlap, the key is in it's uniqueness and repetiveness). Know the project and strategic planning: What are the causation of projects (Market demand, organizational need, customer request, technological advance, legal requirement). Know your areas of expertise (PMBOK Knowledge, Application area knowledge (standards, regulations), Project environment, INTERPERSONAL SKILLS. I capitalized that one because frankly, that's most important and probably my challenge (YES, it is!! I ran out of patience two teenagers ago). PM Context - I'm not sure - read Chapt 1, it's short and simple. Yet it lays out the foundation.

Project Life Cycle: Project Stakeholders, Organizational influences, again read Chapter 1 pages 1 - 18. Of most interest is how it defines the differences between PMOs, portfolios, programs, projects. This is important because of the one liners - A PMO does not evaluate PMs but does mentor. This chapter lays out the Project Management framework with the 9 Knowledge areas - with I/Os (which I think is a bit pre-mature but it is PMBOK).

Chapter 2 - Project Life Cycle and Organization - how does this fit in? Again those one liners - Schedule compression technique (they just threw this in early on - Fast tracking); Cost and staffing - When are the Stakeholders influence LOW and the cost of changes HIGH? This is a question you will probably see: This is probably towards the end of the project!!! Speaking of project phases - phase exits, kill points and phase gates all mean the same thing - If a project is divided up in phases, normally, the next phase doesn't begin until evaluation, deliverables for each phase has been completed. PMBOK. Know your Organizational structures - Why? Well, do you want to work in a functional organization? Do you want to work in a projectized organization? Your projects might be fantastic but what happens at the completion of the project (in a projectized organization)? My personality fits better in a projectized organization but frankly, we work in corporations that typically are Matrix oriented. What does Matrix Organization really mean? To me, I need to plan out my project according to available resources.

Now this is where I left off tonight and that is on Chapter 3. This is where I found out that the Activity list and Milestones are identified which both are outputs of Activity definition! I bet you didn't know that. This chapter is where you get to look at the PLAN DO CHECK ACT as it relates to the PLANNING - EXECUTING - MONITORING AND CONTROLLING. The Intitation process kicks off the cycle and the CLOSING process ends the cycle. It is an iterative process. Come on - Read Chapter 3 - this is where the fun begins. This is where the meat and potatoes of PMBOK studying begins. You can do this. Trust me, If I can - you can. We are already familiar with the 5 process groups of Initiating, Planning, Executing, Monitoring and Controlling, Closing. We are also familiar with the 9 knowledge areas (remember: I saw the car quickly hit Chris's rear plate) that is, Integration, Scope, Time, Cost, Quality, HR, Communications, Risk and Procurement. Now all you need to do is re-read this Chapter and understand what they mean by Process Interactions and the wonderful world of Project Management Process Management. Anyone want to take it from here?

We can have alot of fun with blogging - so let's get busy and 'git-r-done'.