Rita's Process Chart

1 page Process Chart

Initiating

Planning

Executing

Monitoring and Controlling

Closing

1) Select Project Manager

1) Determine how you will do planning part of management plans

1) Acquire final team

1) Measure against the performance measurement baselines

1) Develop Closure procedures

2) Determine company culture and existing systems - Enterprise Environmental factors

2) Create project scope stmt - scope definition - what is and is not included in the project

2) Execute the PM plan

2) Measure according to the management plans

2) Complete Contract Closure

3) Collect processes, procedures, lessons learned, and historical information - Organizational Process Assets

3 Determine team

3) Complete the Product Scope

3) Determine variances and if they warrant corrective action or a change

3) Confirm work is to requirements

4) Divide large projects into phases

4) Create WBS and WBS dictionary

4) Scope verification

5) Identify stakeholders

5) Create Activity List

4) Recommend changes and corrective actions 5) Send and Receive information

4) Gain formal acceptance of the product 5) Final performance reporting

6) Document Business Need

6) Create Network Diagram

6) Implement approved changes, defect repair, preventive, corrective actions, AND contingency plans

6) Recommend changes, defect repair, preventive and corrective actions

6) Index and archive records

7) Determine Project Objectives

7) Estimate Resource requirements

7) Continuous Improvement

7) Integrated change control

8) Document assumptions and constraints 9) Develop project charter 10) Develop preliminary project scope statement

8) Estimate Time and Cost

8) Follow processes

9) Determine Critical path 10) Develop Schedule

9) Team Building 10) Give recognition and awards

8) Approve changes, defect repair, preventive and corrctive actiions 9) Risk Audits 10) Manage reserve

7) Update lessons learned knowledge base 8) Hand off completed product

11) Develop Budget

11) Hold progress meetings

11) Use Issue Log

12) Determine Quality Standards, Processes, and Metrics

12) Use Work Authorization system

12) Facilitate conflict resolution

13) Determine Roles and Responsibilities

13) Request Seller responses

14) Determine Communication requirements 15) Risk Identification, qualitative and qunatitative risk analysis and response planning

14) Select Sellers

13) Measure team member performance 14) Report on performance

5) Configuration management

15) Create forecasts

16) Iterations - Go back 17) Determie what to purchase 18) Prepare procurement documents

16) Administer contracts Bribes are never to be paid, ever! If it looks like a bribe, smells like a bribe, then it's a bribe.

19) Determine the "How to Execute and Control aspects of all management plans 20) Create Process Improvement plans 21) Developfinal PM plan and performance measurement baselines 22) Gain formal approval 23) Hold Kickoff meeting

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9) Release resources

Process Chart

Initiating

Planning

Executing

Monitoring and Controlling

Closing

1) Select Project Manager

1) Determine how you will do planning part of management plans

1) Acquire final team

1) Measure against the performance measurement baselines: Schedule baseline

1) Develop Closure procedures

Schedule Control - Time Cost Control - Cost Use of Earned Value Analysis (EVA)

2) Determine company culture and existing systems - Enterprise Environmental factors

2) Create project scope stmt - scope definition - what is and is not included in the project

2) Execute the PM plan

2) Measure according to the management plans

2) Complete Contract Closure

3) Collect processes, procedures, lessons learned, and historical information - Organizational Process Assets

3 Determine team

3) Complete the Product Scope - requirements that relate to the product of the project

3) Determine variances and if they warrant corrective action or a change

3) Confirm work is to requirements

4) Divide large projects into phases

4) Create WBS and WBS dictionary - deliverable oriented - ALL deliverables even PM deliverables - is the foundation from which the project knows what to do

4) Recommend changes and corrective actions

4) Scope verification

4) Gain formal acceptance of the product

5) Identify stakeholders

5) Create Activity List - is the decomposition of WBS items. Activity Definition - Time

5) Send and Receive information

5) Configuration management

5) Final performance reporting

Nonverbal = 55% of communication Paralingual = Pitch and Tone of voice

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Process Chart

6) Document Business Need

6) Create Network Diagram

Part of need is monetary return: Net Present Value - Benefit less the Costs over several periods. Pick project with biggest NPV Internal Rate of Return IRR - the bigger the better Payback period - how quickly does project pay for itself Benefit Cost Ratio = Benefit / Cost, bigger better Opportunity Cost - oppotunity lost by choosing one project over another Working capital = current assets current liabilities, money available to invest

Activity Sequencing - Time Float = LF - LS or EF - ES Total Float - time a task can be delayed w/o affecting project completion. Free Float - delay that will not affect the next task in the sequence

7) Determine Project Objectives

7) Estimate Resource requirements

6) Implement approved changes, defect repair, preventive, corrective actions, AND contingency plans

6) Recommend changes, defect repair, preventive and corrective actions

6) Index and archive records

7) Continuous Improvement

7) Integrated change control

7) Update lessons learned knowledge base

8) Follow processes

8) Approve changes, defect repair, preventive and corrctive actiions

8) Hand off completed product

Activity Resource Estimating - Time

8) Document assumptions and constraints

8) Estimate Time and Cost Bottom up estimating Analogous Estimating - something similar Parametric Estimate - lines of code or industry standard Definitive estimate - -10% to + 15% Cost of Quality Cost of PMO Activity Duration Estimating - Time Cost Estimating - Cost Considerations: Life Cycle Costing - overall cost of the life of the product Value Analysis - Finding less costly way to do same work Cost Risk - who has the most risk for a contract.

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Process Chart

9) Develop project charter

9) Determine Critical path Proves how long a project will take Shows where to focus efforts Does issue need immediate attention Shows where schedule compression can take place Shows affects of float

9) Team Building

9) Risk Audits

10) Develop preliminary project scope statement

10) Develop Schedule The schedule baseline is the final schedule.

10) Give recognition and awards

10) Manage reserve Reserve Analysis - accommodate time and cost risks thru the use of reserves

Schedule Development - Time Schedule Network Analysis uses one or all of: PERT - see formulas Critical Path method Schedule compression What if scenarios - Monte Carlo Analysis, simulate outcomes Resource Leveling - lets schedule slip and cost increase due to limited resources Critical Chain method - the use of built in buffers, milestones

Contingency reserve - for known risks Management reserve - for the unknown

Schedule compression: Re-estimating - to reduce/remove risks Fast tracking - running critical path activites in parallel Crashing - make cost and/or schedule trade offs

11) Develop Budget Cost Budgeting - Cost Cost Baseline - includes Contingency Reserve Cost Budget - includes Management Reserve

11) Hold progress meetings

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11) Use Issue Log

9) Release resources

Process Chart

12) Determine Quality Standards, Processes, and Metrics

12) Use Work Authorization system

12) Facilitate conflict resolution Confronting (Problem Solving) confronting the problem to solve the real problem

Quality = the degree to which the project fulfills requirements, ie scope Quality Planning - outputs: Quality management plan (p 243) Checklists - items to inspect Process Improvement plan Quality Baseline - measure of what? Defects after implementation Quality Metrics - how is project going, are there a lot of defects in testing causing rework. Quality Assurance is determining whether standards are being met, work is continuously improved, and deficiencies corrected. Done mostly in Executing. Continuous impreovement. Improvements to company standards Tools are: Quality Audits - standards followed, lessons learned Process Analysis - improve repeated processes Quality Control = measure results against standards. Changes to Quality baseline. Defect repair. Done during Monitoring and Controlling, using tools: Cause and Effect diagram (Fishbone or Ishikawa), Flowchart, Histogram, Pareto Chart (80/20 rule) fix 80% of problems from 20% of causes, Run Chart, Scatter Diagram, Control Chart - customer specification versus quality control limit.Responsibilities 13) Determine Roles and 14) Determine Communication requirements

13) Request Seller responses 14) Select Sellers

13) Measure team member performance 14) Report on performance

55% is Nonverbal communication

15) Risk Identification, qualitative and qunatitative risk analysis and response planning

15) Create forecasts

Delphi technique - anonymous expert participation of risk response planning 16) Iterations - Go back 17) Determie what to purchase

16) Administer contracts

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Process Chart

18) Prepare procurement documents

Bribes are never to be paid, ever! If it looks like a bribe, smells like a bribe, then it's a bribe.

19) Determine the "How to Execute and Control aspects of all management plans 20) Create Process Improvement plans 21) Developfinal PM plan and performance measurement baselines 22) Gain formal approval 23) Hold Kickoff meeting

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Initiating

Initiating 1) Select Project Manager 2) Determine company culture and existing systems - Enterprise Environmental factors 3) Collect processes, procedures, lessons learned, and historical information - Organizational Process Assets 4) Divide large projects into phases 5) Identify stakeholders 6) Document Business Need What does the business hope to gain from the project? Is it realistically attainable? In the time frame specified? Part of need is monetary return: Net Present Value - Benefit less the Costs over several periods. Pick project with biggest NPV Internal Rate of Return IRR - the bigger the better Payback period - how quickly does project pay for itself Benefit Cost Ratio = Benefit / Cost, bigger better Opportunity Cost - oppotunity lost by choosing one project over another Working capital = current assets - current liabilities, money available to invest

7) Determine Project Objectives What is the end result and purpose. How will the end be determined. 8) Document assumptions and constraints For assumptions document what is the affect if the assumption is not true Normal contraint is pre-determined delivery date 9) Develop project charter Integration Knowledge area 10) Develop preliminary project scope statement Integration Knowledge area

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Planning Planning 1) Determine how you will do planning - part of management plans What needs to be done for a project is determined by it's size and complexity but... When "Tailoring" a project to omit a process the reason for omission needs to be documented Develop Project Management Plan - Integration KA 2) Create project scope statement Scope Management plan - Scope KA Scope definition - what is and is not included in the project - Scope KA Product Scope - requirements that relate to the product of the project Project Scope - the work to deliver the product of the project 3 Determine team Persons to help plan the project: EA, QA, Contracts/Procurement, Risk Mgmt, Regulatory, specialized areas depending on the project. 4) Create WBS and WBS dictionary - deliverable oriented - ALL deliverables even PM deliverables - is the foundation from which the project knows what to do - is a heirarchal decompostion of the work, a layer at a time, into Work Packages (work packages cannot be broken down further, can be completed quickly, without need for more information) WBS is the tool, Decomposition is the process to create the WBS. There are many benefits of WBS, some are: reduces chance of missing work, helps team see where their piece fits, provides proof of staffing needs, cost and time requirements The WBS does NOT show dependencies, that is in the Network Diagram. WBS Dictionary - Identifier, work to be done, person responsible, milestones or due dates. Output: Scope baseline = Project Scope Statement, the WBS, the WBS dictionary Project Scope Statement is updated Scope management plan is updated

5) Create Activity List - is the decomposition of WBS items. Activity Definition - Time KA 6) Create Network Diagram Activity Sequencing - Time KA Float = LF - LS or EF - ES Total Float - time a task can be delayed w/o affecting project completion. Free Float - delay that will not affect the next task in the sequence

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Planning

7) Estimate Resource requirements Activity Resource Estimating - Time KA

8) Estimate Time and Cost Bottom up estimating Analogous Estimating - something similar Parametric Estimate - lines of code or industry standard Definitive estimate - -10% to + 15% Cost of Quality Cost of PMO Activity Duration Estimating - Time KA Cost Estimating - Cost KA Considerations: Life Cycle Costing - overall cost of the life of the product Value Analysis - Finding less costly way to do same work Cost Risk - who has the most risk for a contract.

9) Determine Critical path Proves how long a project will take Shows where to focus efforts Shows which issues need immediate attention Shows where schedule compression can take place Shows affects of float 10) Develop Schedule Schedule Management Plan - The schedule baseline is the final schedule. Schedule Development - Time KA Schedule Network Analysis uses one or all of: PERT - see formulas Critical Path method Schedule compression What if scenarios - Monte Carlo Analysis, simulate schedule outcomes Resource Leveling - lets schedule slip and cost increase due to limited resources Critical Chain method - the use of built in buffers, milestones Schedule compression: Re-estimating - to reduce/remove risks Fast tracking - running critical path activites in parallel Crashing - make cost and/or schedule trade offs

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Planning

11) Develop Budget Cost Budgeting - Cost KA Cost Baseline - includes Contingency Reserve Cost Budget - includes Management Reserve 12) Determine Quality Standards, Processes, and Metrics Qaulity = the degree to which the project fulfills requirements, ie scope Quality Planning - outputs: Quality management plan (p 243) Checklists - items to inspect Process Improvement plan Quality Baseline - measure of what? Defects after implementation Quality Metrics - how is project going, are there a lot of defects in testing causing rework. Quality Assurance is determining whether standards are being met, work is continuously improved, and deficiencies corrected. Done mostly in Executing. Continuous improvement. Improvements to company standards Tools are: Quality Audits - standards followed, lessons learned Process Analysis - improve repeated processes Quality Control = measure results against standards. Changes to Quality baseline. Defect repair. Done during Monitoring and Controlling, using tools: Cause and Effect diagram (Fishbone or Ishikawa), Flowchart, Histogram, Pareto Chart (80/20 rule) fix 80% of problems from 20% of causes, Run Chart, Scatter Diagram, Control Chart - customer specification versus quality control limit.

13) Determine Roles and Responsibilities Human Resource KA Outputs of Human resource planning: 1) Roles and Reponsibilities 2) Org Charts - RACI chart 3) Staffing management plan See chapter 9 for specific roles of sponsor, team, etc On test assume Matrix orgization if not stated. For comparisons between organization structures, think Functional Project Expediter - staff assistant, cannot make decisions Project Coordinator - has some decision authority

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Planning

14) Determine Communication requirements 90% of pm time Communications Planning - Communications KA What, Why, Between who, Method, Whose responsible, When, How often Escalation process, Management chain to assist in Issue resolution Channels = N(N - 1) / 2 Formal written - complex problems, pm plans, charter, over long distances Formal verbal - presentations, speeches Informal written - emails, notes Informal verbal - meetings, conversations Nonverbal communication = 55% Paralingual = pitch and tone Feedback - make sure understood

15) Risk Identification, qualitative and qunatitative risk analysis and response planning Risk Management planning - Risk KA So are the items in the description above Uncertainty (lack of knowledge) about the eventual conclusion of an event. Contingency Reserves for Known Risks - is part of the Cost baseline Management Reserves for Unknown Risks - is part of the overall budget but not part of the Cost baseline Risk review and identification should be primary purpose of Update meetings Know stakeholders: Risk Tolerance - whether a risk is acceptable Risk Threshold - how much risk is acceptable Risk Register - What will occur, the chance it will occur, when it would occur, how frequently occurs, response, response owner, reason for risk going to the watch list Ways to determine risks: Sources of Risk / Risk Categories - areas that need to be reviewed for risks (pmp prep 333) Brainstorming Delphi technique - anonymous expert participation of risk response planning Root Cause Analysis - the cause of the risk could reveal other risks SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) of the project to find risks.

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Planning

15) Risk Identification, qualitative and qunatitative risk analysis and response planning Qualitative Risk Analysis - subjective feel for the risk events probablity and impact Risk Matrix - probablity and impact ranking Risk Quality assessment - how accurate and understood is the risk Risk Urgency assessment - how quickly will the risk occur OR will it take along time to plan a response Watch List - non-critical, low priority risks to be reviewed later Quantitative Risk Analysis - a "risk assessment" that is a numerical analysis of probablity and impact Monte Carlo analysis - using 3 point estimates to simulate project outcomes and overall project risk Sensitivity Analysis - what risks have the most potiential impact to the project Expected Monetary Value - the probablity of a risk Times the risks monetary impact Decision Tree - maps out possible choices that are mutually exclusive and their impact to determine best choice. Uses expected monetary value Risk Response Planning - first, look to get rid of the cause of the risk Strategies for threats: Avoid (eliminate cause), Mitigate (reduce probability), Transfer (also Deflect, Allocate) Strategies for opportunities: Exploit (make it happen), Enhance (increase probability), Share (ie partner to enhance) Acceptance (if it happens, it happens) is a strategy Risk Response Owner - person that owns, inititiates, and oversees the risk response plan for a specific risk

16) Iterations - Go back 17) Determine what to purchase Plan Purchases and Acquistions Procurment Management plan Contract Statement of Work Make or Buy decision Contract types: Fixed Price (FP) - the best for the buyer Seller may under bid then try to make up with diference with change orders, more work for buyer to write SOW, seller has strong incentive to control costs Time and Material (T&M) - medium risk to buyer, usually for smaller projects Requires auditing of invoices, hard to manage requires day to day oversight, no cost control incentive. Good for quick startup and staff augmentation Cost Reimbursable (CR) - buyer has most risk because costs are unknown Requires auditing of seller invoices, hard to manage, seller has no incentive to control costs The Contract Manager is the ONLY person that can change the Contract.

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Planning

18) Prepare procurement documents Protect relationship with seller Outputs: Plan Contracting Procurment documents 1) Request for Proposal RFP - price and how work will be done. Cost Reimbursable (CR) contract 2) Invitation for Price IFP, or Request for Bid RFB - one price to do all the work. Fixed Price (FP) contract 3) Request for Quotation RFQ - request price per item, product, etc. Time and Material (T&M) contract A letter of intent is not a contract Privity is a contractual relationship. If A contracts with B, and B subcontracts with C. C does not have to listen to A. A needs to talk with B, then B will talk with C. Evaluation Criteria of sellers - should be in the Procurement docs so Sellers know how they will be judged Single Source - Preferred Supplier Sole Source - Only one Supplier

19) Determine the "How to Execute and Control aspects of all management plans 20) Create Process Improvement plans As planning occurs, where are the points where improvements could occur? What are these touch points? 21) Develop final PM plan and performance measurement baselines 22) Gain formal approval 23) Hold Kickoff meeting

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Executing

Executing 1) Acquire final team Should be according to the Staffing management plan Human Resource KA Outputs: 1) Staff assignments 2) Resource Availability 3) Updated Staffing management plan 2) Execute the PM plan Direct and Manage project execution - Integration KA Outputs are all the deliverables from all the activities in this process group 3) Complete the Product Scope - requirements that relate to the product of the project 4) Recommend changes and corrective actions 5) Send and Receive information Information distribution - Communications KA Making information available in a timely manner to stakeholders. This includes: Performance reporting against baselines, Requested changes Forecasts, Issues, Lessons Learned Nonverbal = 55% of communication Paralingual = Pitch and Tone of voice

6) Implement approved changes, defect repair, preventive, corrective actions, AND contingency plans 7) Continuous Improvement Quality Assurance is determining whether standards are being met, work is continuously improved, and deficiencies corrected. Done mostly in Executing. Continuous improvement. Improvements to company standards Tools are: Quality Audits - standards followed, lessons learned Process Analysis - improve repeated processes Lessons Learned - gathered throughout project

8) Follow processes

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Executing

9) Team Building Develop Project Team - Human Resource KA Output is Team Performance assessment - how effective is the team, how can it be improved PM powers: 1) Expert, 2) Reward, 3) Formal, 4) Referrent 5) Penalty Project Performance Appraisals - of each employee Team Performance Assessment - team effectiveness

10) Give recognition and awards Manage Project Team - Human Resource KA 11) Hold progress meetings Agenda should have team input Have meeting ground rules 12) Use Work Authorization system To help schedule when and by who work is to be performed. 13) Request Seller responses Protect relationship with seller Bidder Conferences Keep all questions and answers in writing and issued to all potiential sellers Outputs: 1) Qualified Seller list 2) Procurement Document package 3) Proposals

14) Select Sellers Methods of evaluating: Weighting based on criteria Independent estimate - reasonableness check Past Performance, Presentations, Negotiations tactics Some of the outputs: 1) Selected Sellers 2) Contract An offer with Acceptance, that has a Consideration (ie some form of payment), Legal Capacity, Legal Purpose (cannot have a contract for illegal activity) 3) Contract Management plan - have a summary of milestones, deliverables, reporting, etc 4) Resource Availability

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Monitor and Control

Monitoring and Controlling 1) Configuration management Subset of Project Management System, documents the procedures used to give guidance to the project. Allows for the documenting of all Requested Changes and that they were reviewed thouroughly. Is a repository of all documents especially the Baselines for all pm plans

2) Use Issue Log Manage Stakeholders - Communication KA Is used from the beginning of a project to make sure all stakeholders requirements are addressed. Assists in keeping stakeholders aware of change requests and corrective actions. Can be used to track team member concerns 3) Facilitate conflict resolution Confronting (Problem Solving) - Win/Win confronting the problem to solve the real problem Compromising - Lose/Lose - some degree of satisfaction but not totally happy Withdrawal (Avoidance) Smoothing - focus on agreements rather than differences of opinion Forcing - push one point of view Top 4 causes of conflict: 1) Schedules, 2) Priorities, 3) Resources, 4) Technical opinions. Not personality issues. Manage Project Team - Human Resource KA

4) Risk Audits Risk Monitoring and Controlling - Risk KA Risk review and identification should be primary purpose of Update meetings Are assumptions of risks still valid. Respond to Risk Triggers 5) Recommend changes, defect repair, preventive and corrective actions 6) Integrated change control - Integration KA Every change request must go thru the Change Control process to seek approval Stakeholders may need to approve changes that affect them. For every change request the affects to scope, schedule, budget, quality, risk, and customer satisfaction must be considered. 7) Approve changes, defect repair, preventive and corrctive actions

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Monitor and Control

8) Measure against the performance measurement baselines: Monitor and Control Project Work - Integration KA Monitor and Controlling oversees all of the other process groups Scope Control - changes will occur but they must be managed Schedule Control Cost Control Quality Control - Quality audits = measure results against standards. Changes to Quality baseline. Defect repair. Done during Monitoring and Controlling, using tools: Cause and Effect diagram (Fishbone or Ishikawa), Flowchart, Histogram, Pareto Chart (80/20 rule) fix 80% of problems from 20% of causes, Run Chart, Scatter Diagram, Control Chart - customer specification versus quality control limit. Risk Control below Use of Earned Value Analysis (EVA) for CPI and SPI

9) Measure according to the management plans 10) Determine variances and if they warrant corrective action or a change 11) Scope verification Tool: Inspect a deliverable Output: Get formal (written) acceptance of a deliverable from the customer else Request changes, Defect repair, Corrective actions Scope Verification is concerned with acceptance of deliverables While Quality Control is concerned with meeting Quality requirements

12) Manage reserves - Time and Cost Reserve Analysis - accommodate time and cost risks thru the use of reserves Contingency Reserves - Known Risks - is part of the Cost baseline Management Reserves - Unknown Risks - is part of the overall budget but not part of the Cost baseline

13) Measure team member performance Manage Project Team - Human Resource KA Project Performance Appraisals - of each employee TeamPerformance Assessment - team effectiveness

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Monitor and Control

14) Report on performance Performance reporting - Communication KA Motivation theories: McGregor's theory X and Y Maslow's Heirarchy - Self actualization, Esteem, Social, Safety, Physical needs Herzbergs Theory - Hygiene factors (things surrounding work) vs Motivating agents (things within work)

15) Create forecasts Performance reporting - Communication KA 16) Administer contracts Protect relationship with seller The PM is responsible for assuring that all things in the contract are done, however small, and that the PM must uphold all parts of the contract. Outputs: Contract Documentation PM Plan updates - Procurement plan, Contract Mgmt plan Force Majeure - act of God

Bribes are never to be paid, ever! If it looks like a bribe, smells like a bribe, then it's a bribe.

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Closing

Closing - not in any scpecific order EXCEPT that Release Resources is always last. 1) Develop Closure procedures Projects are always need to be formally closed regardless of what causes the project to end. Adminstrative Closer - done at end of project or project phases. Documents the approval all changes. Documents that all deliverables have been formally accepted. Documents the acceptance of all exit criteria. Uses term "Lessons Learned". Contract Closure - Closes a contract that is part of the project. Occurs before adminstrative closure. Addresses all terms and conditions of the contract. Documents the acceptance of all exit criteria for contract closure. Uses term "Procurement audit"

2) Complete Contract Closure Make final payments, complete cost records. Complete Contract Closure - Product verification, Finacial closure, Final Contract Performance reporting 3) Confirm work is to requirements Do project deliverables meet completion or exit criteria set at the beginning during planning

4) Gain formal acceptance of the product Formal, written signoff of acceptance from customer 5) Final performance reporting Update team information, new skills acquired, overall performance, etc 6) Index and archive records 7) Update lessons learned knowledge base 8) Hand off completed product Turn over to the Maintenance/Run teams, Operations, etc. 9) Release resources

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