Académique Documents
Professionnel Documents
Culture Documents
Taher A. Abdel-Aziz,
PMP, RMP, PMOC, IPMA-C, PMCE, Arbitrator
Course Outlines
| Page1
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
Cost Estimating
Cost Budgeting
Cost Control
Quality Planning
Perform Quality Assurance
Perform Quality Control
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders
| Page2
Identify Stakeholders
Manage Stakeholders Expectations
| Page3
| Page4
Taher A. Abdel‐Aziz, PMP, RMP, PMOC, IPMA‐C, PMCE, Arbitrator
Tell us about yourself
• Who are you?
• What industry do you work in?
• What are your current roles & responsibilities?
• What project(s), if any, are you currently working on?
• What formal PM education/training have you had?
Portfolio
Programs
Projects
Projects
Sub-projects
Related work
Subprojects
Program Management
Project Portfolio
Strategic Planning
• Strategic planning is a practice by which a company looks into the future
for products or services it must have, typically three to five years in the
future.
• Projects are the tools that the company will use to implement these
strategic goals, because the operations of the company typically
encompass the day-to-day (repeatable) activities. Thus, when the strategic
goals are complete, they roll into the operations of the company.
• Projects can be initiated as a result of market demand, legal needs,
technology updates, and customer or organizational needs.
• PMI® has a tool and methodology approach called OPM3® (Organizational
Project Management Maturity Model) for aligning a company's goals and
strategic planning to project management.
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Knowledge Areas
1. Integration management (4)
2. Scope management (5)
3. Time management (6)
4. Cost management (7)
5. Quality management (8)
6. HR management (9)
7. Communication management (10)
8. Risk management (11)
9. Procurement management (12)
10.Stakeholder management (13)
1. Initiation
2. Planning
3. Execution
5. Closing
Process Groups
• Project management processes are mapped onto the lifecycle and
organized into groups:
Initiating processes: recognizing that a project or phase should begin and
committing to do so.
Planning processes: devising and maintaining a workable scheme.
Executing processes: coordinating resources to carry out the plan.
Monitoring and Controlling processes: ensuring that project objectives are
met.
Closing processes: formalizing acceptance and bringing it to an orderly end.
• The process groups are linked by the results they produce; the
results of one process group becomes input to another
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Process Interactions
A process is “a series of actions bringing about a result”
Project Management Process Groups are linked by the objectives they produce,
with the results or outcomes of one generally becoming an input to another or is a
deliverable of the project
Note: Many of the Inputs, Tools & Techniques, and Outputs for the 47 Project Management processes
appear in more than one of the Project Management Process Groups; many of these will be addressed
only once in the following Units unless additional information specific to a Process Group needs to be
addressed
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Life Cycle
Executing
Processes
Executing
Processes
Executing
Processes
Executing
Processes
Requirements Review
Detailed Design
Kill Point
Upgrade
Product Business
Life Cycle Plan
Operations
Divestment
IDEA
Product
Project
Life Cycle
INITIAL INTERMEDIATE FINAL
Project Methodology
• PMI® does not define what phases you should use on your
project.
Stakeholders 1/3
• Anyone whose interests may be positively or negatively
impacted by the project.
Stakeholders 3/3
It is important to
• Indentify all stakeholders
• Functional
• Project Based
• Weak Matrix
• Balanced
• Strong Matrix
• Projectized
• Composite
Functional Organization
• Potential Disadvantages
– Project boundaries limited to discipline
– Barrier to customer influence and satisfaction
– Employee development opportunities limited
– Project manager dependent on personal influence
– Hierarchical decision and communication processes
– Overwork technical issues versus build to standard
Project-Based Organization
Balanced Organization
Projectized Organization
Composite Organization
Organizational Structure:
Influences on Projects
Functional Projectized
Project Manager's authority Virtually none High to almost total
Reporting hierarchy Resources report to functional manager Resources report to Project Manager
• Project Manager
• Project Coordinator
• Project Expediter
• Functional Manager
• Senior Management
• Sponsor
• Project Team Members
• Leading
• Communicating
• Negotiating
• Problem Solving
Process Groups
1. Initiation
2. Planning
3. Execution
5. Closing
PM Processes Groups
Initiating Planning
Processes Processes
Controlling Executing
Processes Processes
Closing
Processes
Involving Stakeholders in
the Initiating Processes
• Initiating processes are often done external to the project’s
scope of control by the organization or by program or
portfolio processes, which may blur (hazy) the project
boundaries for the initial project inputs.
Note: Many of the Inputs, Tools & Techniques, and Outputs for the 47 Project Management processes
appear in more than one of the Project Management Process Groups; many of these will be addressed
only once in the following Units unless additional information specific to a Process Group needs to be
addressed
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Common Inputs:
Organizational Process Assets 1/2
• Information, tools, documents, or knowledge your
organization possess that can help you plan for your project:
‒ The project plan from a previous, similar project performed by
your organization
‒ Company policy: adds structure and lets you know the limits
your project can safely operate within, so you do not have to
waste time or resources discovering these on your own.
Common Inputs:
Project Management Plan 1/2
• The most important document for a project
• The culmination of all the planning processes.
• A single approved document that guides execution, monitoring and
control, and closure.
• It is actually made up of several documents; however, once these
component documents become approved as the project
management plan, they become fused together as one document.
• May be documented at a summary level, or it may be very detailed.
Common Inputs:
Project Management Plan 2/2
List of the components that make up the project management
plan:
•Project scope management plan •The quality baseline
•Schedule management plan •Process improvement plan
•The schedule baseline •Staffing management plan
•The resource calendar •Communications management plan
•Cost management plan •Risk management plan
•The cost baseline •The risk register
•Quality management plan •Procurement management plan
Common Tools:
Expert Judgment
The Atlanta Braves and the New York Mets both have the
same set of rules when they play, but they have very different
strategies of how they will capitalize on those strengths and
use those rules to their advantages.
Common Outputs:
Updates (All Categories)
Project Information
Work performance data
• Work performance data : the raw observations and
measurements identified during activities performed to carry
out the project work.
Project Information
Work performance reports
• Work performance reports: the physical or electronic
representation of work performance information compiled in
project documents, intended to generate decisions or raise
issues, actions, or awareness.
Integration Management
INPUTS
Project statement of work OUTPUTS
Business case Project charter
Agreements
Enterprise environmental factors
Organizational process assets
4.1 INPUTS –
4. Enterprise Environmental Factors
INPUTS
Project charter
OUTPUTS
Outputs from other processes Project management plan
4.2 INPUTS –
1. Outputs From other processes
• Outputs from many of the other processes described in
Chapters 5 through 13 are integrated to create the project
management plan.
4.2 INPUTS –
2. Organizational Process Assets 2/2
• Change control procedures including the steps by which official
company standards, policies, plans, and procedures, or any project
documents will be modified and how any changes will be approved
and validated,
• Project files from past projects (e.g., scope, cost, schedule and,
performance measurement baselines, project calendars, project
schedule network diagrams, risk registers, planned response
actions, and defined risk impact),
• Historical information and lessons learned knowledge base, and
• Configuration management knowledge base containing the versions
and baselines of all official company standards, policies,
procedures, and any project documents.
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INPUTS OUTPUTS
Deliverables
Project management plan
Work performance data
Approved change requests
Change requests
Enterprise environmental factors
Project management plan (updates)
Organizational process assets
Project documents (updates)
4.3 OUTPUTS –
2. Project Management Plan (updates)
• Requirements management plan,
• Schedule management plan,
• Cost management plan,
• Quality management plan,
• Human resource plan,
• Communications management plan,
• Risk management plan,
• Procurement management plan, and
• Project baselines.
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• Requirements documents,
• Stakeholder register.
INPUTS
Project management plan
Schedule forecasts OUTPUTS
Cost forecasts Change requests
Validated changes Work performance reports
Work performance information Project management plan (updates)
Enterprise environmental factors Project documents (updates)
Organizational process assets
• Identifying new risks and analyzing, tracking, and monitoring existing project
risks to make sure the risks are identified, their status is reported, and that
appropriate risk response plans are being executed.
4.4 OUTPUTS –
4. Project Documents (updates)
‒ Forecasts,
‒ Issue log.
4.4 INPUTS –
6. Enterprise Environmental Factors
The enterprise environmental factors that can influence the Monitor and
Control Project Work process include, but are not limited to:
‒ Governmental or industry standards (e.g., regulatory agency regulations,
product standards, quality standards and workmanship standards),
‒ Company work authorization system,
‒ Stakeholder risk tolerances, and
‒ Project management information systems (e.g., an automated tool suite,
such as a scheduling software tool, a configuration management system,
an information collection and distribution system or web interfaces to
other online automated systems).
INPUTS
Project management plan
OUTPUTS
Approved Change requests
Work performance reports
Change log
Change requests
Project management plan (updates)
Enterprise environmental factors
Project documents (updates)
Organizational process assets
4.5 OUTPUTS –
2. Project Management Plan (updates)
• Elements of the project management plan that may be updated
include
– Any subsidiary management plans, and
– Baselines that are subject to the formal change control process.
• Changes to baselines should only show the changes from the
current time forward. Past performance may not be changed.
• This protects the integrity of the baselines and the historical
data of past performance.
INPUTS
Project management plan
OUTPUTS
Final product, service or result transition
Accepted Deliverables
Organizational Process assets (updates)
Organizational process assets
4.6 OUTPUTS –
1. Final Product, Service or Result Transition
4.6 OUTPUTS –
2. Organizational Process Assets (updates) 2/2
• During project closure the project manager reviews prior phase
documentation, customer acceptance documentation from Validate Scope
(5.5) and the contract (if applicable), to ensure that all project requirements
are complete prior to finalizing the closure of the project.
• If the project was terminated prior to completion, the formal documentation
indicates why the project was terminated and formalizes the procedures for
the transfer of the finished and unfinished deliverables of the cancelled
project to others.
• Historical information. Historical information and lessons learned
information are transferred to the lessons learned knowledge base for use
by future projects or phases. This can include information on issues and risks
as well as techniques that worked well that can be applied to future projects.
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Gold Plating
• Scope = The work needed to successfully complete the project
and only that work.
SCOPE PROCESSES
5.1 Plan Scope Management
It is the process of Creating a project scope management plan that
documents how the project scope will be defined, verified, controlled,
and how the work breakdown structure (WBS) will be created and
defined.
5.2 Collect Requirements
It is the process of defining and documenting stakeholders’ needs to
meet the project objectives.
5.3 Define Scope
It is the process of developing a detailed description of the project and
product.
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INPUTS OUTPUTS
Project Management Plan
Scope Management Plan
Project charter
Requirements Management Plan
Enterprise Environmental Factors
Organizational process assets
5.1 INPUTS –
2. Project Charter
5.1 INPUTS –
4. Organizational Process Assets
INPUTS
• Scope management plan OUTPUTS
• Requirements management plan
• Stakeholder management plan • Requirements documentation
• Project charter • Requirements traceability matrix
• Stakeholder register
DEFINE SCOPE
What happens in Define Scope?
• Define Scope is the process of developing a detailed description of
the project and product.
INPUTS
• Scope management plan
OUTPUTS
• Project charter • Project scope statement
• Requirements documentation • Project document updates
• Organizational process assets
5.3 OUTPUTS –
1. Project Scope Statement 1/2
• It says "Here is what we will do on this project" or
• It says "Here is the approved project scope for this project".
• It can take time and involves the expert judgment from in and out of
organization.
• It must be identified "What is not in the project to make it clear that such
additions are not allowed.
• The PM should consider different approaches to performing the work and
incorporating the needs of the stakeholders into the project.
• The project scope statement, along with WBS & WBS dictionary, comprises
the scope baseline. (Part of project management plan).
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5.3 OUTPUTS –
2. Project Documents (updates)
• Stakeholder register,
Answer : D
• Decomposition
• Expert Judgement
INPUTS OUTPUTS
• Scope baseline
• Scope management plan
• Project document updates
• Project scope statement
• Requirements documentation
• Organizational process assets
• WBS
• WBS dictionary
• A Planning Package
• It is a piece of the WBS between the control account and the work package, and
is used to plan known work content that lacks sufficient work level details
Exercise
• Draw part of the first 3 levels of a WBS you worked with in the
last project.
Risk
Management WBS Staffing
VALIDATE SCOPE
HOW DO WE VALIDATE SCOPE?
• Getting the stakeholders' formal acceptance of completed or updated
scope & deliverables, i.e. the WBS or the software you delivered
• If a project terminates early, project scope verification should be
done next to establish & document the level & extent of completion.
• Scope validation is concerned with acceptance of deliverables, While
quality control is concerned with quality of deliverables
• Quality control is generally performed before scope verification but
can be performed in parallel as well
• It's unethical to ignore Scope validation because it adds risk to
meeting the customer's needs (see PMI® Code of Conduct)
INPUTS
•
•
Project management plan
Requirements documentation
OUTPUTS
• Accepted deliverables
• Requirements traceability matrix
• Change requests
• Verified deliverables
• Work performance information
• Work performance data
• Project documents updates
• You can verify the scope with the customer multiple time in one
project.
5.5 OUTPUTS –
1. Accepted Deliverables
• Deliverables that meet the acceptance criteria are formally
signed off and approved by the customer or sponsor.
CONTROL SCOPE
WHAT HAPPENS DURING CONTROL SCOPE ?
(Change is inevitable)
• Influencing the factor that create project scope changes
INPUTS OUTPUTS
• Work performance information
• Project management plan
• Change requests
• Requirements documentation
• Project management plan updates
• Requirements traceability matrix
• Project documents updates
• Work performance data
• Organizational process assets updates
• Organizational process assets
CONTROL SCOPE
• It involves measuring project and product scope performance and managing scope baseline
changes.
• It is “How do you measure scope now, are you doing it frequently, are you sure at any point
in the project scope is completed as plan”.
• Original requirements recorded in the requirement documentation and requirement
traceability matrix.
Then:
• Measure scope performance against the scope baseline to see the magnitude of any
variance (variance analysis) and decide If corrective action or preventive action is required.
• Once that information is known, the next to determine any updates to scope baseline,
other parts of project management plan, project documentation are needed, and what
changes should be requested.
• PM looks for the impact of scope changes on all aspects of the project (through the perform
integrated change control process)
• Control scope can be done to prevent or remove the need for any more changes from the
source
5.6 OUTPUTS –
2. Project Documents Updates
‒ Causes of variances,
INPUTS
•
•
Project management plan
Project charter
OUTPUTS
• Enterprise environmental factors • Schedule management plan
• Organizational process assets
For example, the schedule management plan can establish the following:
• Project schedule model development: The scheduling methodology and the
scheduling tool to be used in the development of the project schedule model are
specified.
• Level of accuracy : The acceptable range used in determining realistic activity
duration estimates is specified and may include an amount for contingencies.
• Units of measure: Each unit used in measurements (such as staff hours, staff days, or
weeks for time measures, or meters, liters, tons, kilometers, or cubic yards for
quantity measures) is defined for each of
• the resources.
DEFINE ACTIVITIES
WHAT HAPPENS IN DEFINE ACTIVITIES?
• The Create WBS process identifies the deliverables at the lowest level
in the Work Breakdown Structure (WBS), the work package.
• Decompose the work packages into smaller components called
activities that represent the work necessary to complete the work
package.
• Differentiate between a work package and an activity?
‒ A work package is a deliverable as a result of work
‒ An activity is an action that produces a deliverable alone or together with
other activities
• Activities provide a basis for estimating, scheduling, executing, and
monitoring & controlling the project work.
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INPUTS OUTPUTS
• Schedule management plan • Activity list
• Scope baseline • Activity attributes
• Enterprise environmental factors • Milestone list
• Organizational process assets
6.2 OUTPUTS –
1. Activity List
• Remember that:
SEQUENCE ACTIVITIES
WHAT HAPPENS IN SEQUENCE ACTIVITIES?
• Identifies & documents logical relationship among the project activities.
• Every activity and milestone except the first and last are connected to at least
one predecessor and one successor.
• Defines precedence relationships and leads & lags to support development of a
realistic & achievable project schedule.
• Sequencing can be performed by using project management software or by
using manual or automated techniques.
• The result of this process is a network diagram. (project schedule network
diagram)
‒ The network shows just dependencies (logical relationship).
‒ If activity duration added (estimates), the network could show critical path.
‒ If plotted against time (calendar- based scale) it would be a time- scaled schedule
network diagram.
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INPUTS
• Schedule management plan
•
•
Activity list
Activity attributes
OUTPUTS
• Project schedule network diagrams
• Milestone list
• Project document updates
• Project scope statement
• Enterprise environmental factors
• Organizational process assets
6.3 OUTPUTS –
1. Project Schedule Network Diagrams 1/2
• Project schedule network diagrams are schematic displays of the project’s
schedule activities and the logical relationships among them, also
referred to as dependencies.
• It can include full project details, or have one or more summary activities.
• A summary narrative can accompany the diagram and describe the basic
approach used to sequence the activities
EXERCISE
Draw the Network Diagram for the following activities:
Activity Pred. Relation Activity Pred. Relation
A H G–C F-S
B A F-S J H F-S
K E F-S
C B F-S
L K F-S
D A F-S M G F-S
E D F-S N M–L F-S
F D F-S O L F-S
P J–O F-S
G F F-S
Q P-N F-S
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INPUTS
• Schedule management plan
• Activity list OUTPUTS
• Activity attributes • Activity resource requirements
• Resource calendars • Resource breakdown structure
• Risk register • Project document updates
• Enterprise environmental factors
• Organizational process assets
6.4 OUTPUTS –
2. Resource Breakdown Structure
• The resource breakdown structure is a hierarchical structure of the identified
resources by resource category and resource type.
• Resource categories can include:
– labor,
– material,
– equipment,
– supplies
• Resource types can include:
– skill level,
– grade level
• The resource breakdown structure is useful for organizing and reporting
project schedule data with resource utilization information.
6.4 INPUTS –
2. Risk Register
Most project management software for scheduling will handle this situation by using
a project calendar and alternative work-period resource calendars that are usually
identified by resources that require specific work-periods.
INPUTS
• Schedule management plan
• Activity list
• Activity attributes OUTPUTS
• Activity resource requirements • Activity duration estimates
• Resource calendars • Project document updates
• Project scope statement
• Risk register
• Resource breakdown structure
• Enterprise environmental factors
• Organizational process assets
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6.6 OUTPUTS –
2. Project Schedule
• The project schedule may be presented in summary form,
sometimes referred to as the master schedule or milestone
schedule, or presented in detail.
• Although a project schedule can be presented in tabular form,
it is more often presented graphically, using one or more of
the following formats:
‒ Milestone charts
‒ Bar charts (Gantt Charts)
‒ Project schedule network diagrams
6.6 OUTPUTS –
4. Project Calendars
• A project calendar identifies working days and shifts that are
available for scheduled activities.
• Resource Smoothing:
‒ A technique that adjusts the activities of a schedule model such that the requirements
for resources on the project do not exceed certain predefined resource limits.
‒ In resource smoothing, as opposed to resource leveling, the project’s critical path is not
changed and the completion date may not be delayed.
‒ In other words, activities may only be delayed within their free and total float. Thus
resource smoothing may not be able to optimize all resources.
‒ The resource distribution in “smooth” following bell shape as much as possible.
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• See Appendix
INPUTS OUTPUTS
• Work performance information
• Project management plan
• Schedule forecasts
• Project schedule
• Change requests
• Work performance data
• Project management plan updates
• Project calendars
• Project documents updates
• Schedule data
• Organizational process assets updates
• Organizational process assets
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6.7 OUTPUTS –
1. Work Performance Information
APPENDIX
Near-Critical Activity
• Forward Pass
• Backward Pass
• Float
• Critical Path
Forward Pass
Early dates are the earliest times an activity can start and finish
once its predecessors have been completed.
A
5
ES 1 EF 5
C
15
ES 11 EF 25
B
10
ES 1 EF 10
Forward pass
LS6 LF 10
A
5
ES 1 EF 5 LS11 LF 25
C
15
LS 1 LF 10 ES 11 EF 25
B
10
ES 1 EF 10
• The amount of time an activity can slip from its early start
without delaying the project
Total Float
LS LF
Positive float
ES EF
Positive float
LS LF
Zero float
(critical)
ES EF
LS LF
Negative Float
(extremely
critical) ES EF
Negative float
LS 6 LF 10
A
5
ES 1 EF 5 LS 11 LF 25
TF = 5
C
15
LS 1 LF 10 ES 11 EF 25
TF = 0
B
10
ES 1 EF 10
TF = 0
Forward pass
Backward pass
LS 1 LF 5
Must Finish By:
A 5
Day 20*
20
ES 1 EF 5 LS 6 LF 25*
TF = 0
C 15
LS -4 LF 5 ES 11 EF 25
TF =-5
B 10 Which activities are critical based on Longest
Path?
ES 1 EF 10
TF =-5
CPM Exercise
It is required to draw the network diagram for the following case AON
technique, and calculating the TF and FF for each activity.
E 2 D N 6 M–L
O 2 L
F 1 D
P 3 J–O
G 6 F Q 3 P-N
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ES EF
Duration
LS LF
• Calendars
• Constraints
‒ Float Constraints
PERT Calculations
Expected
(t e) Pessimistic
Optimistic (b)
(a)
Probability of time
Most
Likely
(m)
Beta
Distribution
A Project Duration
(Normal)=300 days
Crashing Steps 1 to 3
• Step 1: Calculate the Critical Path and list all critical activities
and the float of other paths. Calculate direct and indirect
costs.
Crashing Example
B A 4 3 5000 5750
Which activities would you crash if your project budget was only $27000? What is the new
project duration?
What is the cost for a full compression? What is the project duration in this case?
A B Normal:
du=6 du=4 Duration= 16 days
Cost= 25 000 $
1 6 7 10
0 0
start
1 8 11 16
C D
du=8 Finish
du=6
3 10 11 16 ES EF
2 0
Key
LS LF
TF
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R
Duration, Days Costs, $ Cost A
Slope N
Activity Dependency Normal Crash Normal Crash
K
A --- 6 4 6000 8000 1000 $/day 2
Non-Critical
C ---- 8 7 8000 8500 500 $/day
C D
du=8 Finish
du=6
1 8 9 14 ES EF
0 0
Key
Note: All activities are now critical and should be
considered for further crashing LS LF
TF
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R
Duration, Days Costs, $ Cost A
Slope N
Activity Dependency Normal Crash Normal Crash
K
A --- 6 4 6000 8000 1000 $/day 2
One day remains
C D
du=7 Finish
du=6
1 7 8 13 ES EF
0 0
Key
LS LF
TF
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R
Duration, Days Costs, $ Cost A
Slope N
Activity Dependency Normal Crash Normal Crash
K
A --- 6 4 6000 8000 1000 $/day
Fully Compressed
B A 4 3 5000 5750 750 $/day
Fully Compressed
C ---- 8 7 8000 8500 500 $/day
Fully Compressed
1 7 8 12
C D
du=7 Finish
du=5
1 7 8 12 ES EF
0 0
Key
LS LF
TF
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Schedule Compression
• Logic Revisions
• Network Constraints
COST MANAGEMENT
7.2
Estimate Costs
7.3
Determine
Budget
TYPES OF COSTS
COST PROCESSES
COST PROCESS DEFINITIONS
7.1 Plan Cost Management
• Establishes the policies, procedures, and documentation for planning, managing,
expending, and controlling project costs. It provides guidance and direction on how
the project costs will be managed throughout the project.
7.2 Estimate Costs
• Develop cost approximations of all monetary resources needed to complete project
activities.
7.3 Determine Budget
• Aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline.
7.4 Control Costs
• The process of monitoring the status of the project to update the project budget and
managing changes to the cost baseline.
In smaller projects, Cost Estimating & Cost Budgeting can be one single process
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INPUTS OUTPUTS
• Project management plan
• Cost management plan
• Project charter
• Enterprise environmental factors
• Organizational process assets
‒ Process descriptions:
ESTIMATE COSTS
SALIENT (distinct) FEATURES
• Cost estimating includes identifying and considering various costing
alternatives
• Cost estimates are expressed in units of currency
• Cost estimates are normally refined during the course of the project.
The accuracy of a project estimate will increase as the project
progresses through the project life cycle.
• A project in initial phase could have a rough order of magnitude
(ROM) estimate in the range of -50 to +50%.
• Later in the project, as more info. Is known, estimates could narrow
to a range -10 to +10%.
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INPUTS
•
•
Cost management plan
Scope baseline
OUTPUTS
• Project schedule • Activity cost estimates
• Human resource management plan • Basis of estimates
• Risk register • Project document updates
• Enterprise environmental factors
• Organizational process assets
7.2 OUTPUTS –
1. Activity Cost Estimates
7.2 INPUTS –
1. Enterprise Environmental Factors
• Market conditions. Market conditions describe what products,
services, and results are available in the market, from whom, and
under what terms and conditions. Regional and/or global supply and
demand conditions greatly influence resource costs.
DETERMINE BUDGET
INPUTS
• Cost management plan
• Activity cost estimates OUTPUTS
• Basis of estimates • Cost baseline
• Scope baseline • Project funding requirements
• Project schedule • Project document updates
• Resource calendars
• Risk register
• Agreements
• Organizational process
assets
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7.3 OUTPUTS –
1. Cost Baseline
• The total funds required are those included in the cost baseline, plus
management reserves, if any.
7.3 INPUTS –
1. Agreements
• The work package cost estimates are then aggregated for the higher
component levels of the WBS (such as control accounts) and
ultimately for the entire project.
CONTROL COSTS
WHAT SHOULD YOU DO IN CONTROL COSTS?
• Influencing the factors that create changes to the cost baseline,
• Ensure that all change requests are acted on in a timely manner,
• Manage the actual changes when and as they occur,
• Make sure that cost expenditures don't exceed authorized funding (by
• period & in total) for the project,
• Monitor cost performance to isolate and understand variances from
• approved cost baselines,
• Monitor work performance against funds expended,
• Prevent unapproved changes from being included in the reported cost or
• resource usage,
• Inform appropriate stakeholders of approved changes and associated
• cost, and
• Act to bring expected cost overruns within acceptable limits
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OUTPUTS
INPUTS • Work performance information
• Project management plan • Cost forecasts
• Change requests
• Project funding requirements
• Project management plan updates
• Work performance data • Project document updates
• Organizational process assets • Organizational process assets
updates
7.4 OUTPUTS –
1. Work Performance Information
• The calculated CV, SV, CPI, and SPI values for WBS components,
in particular the work packages and control accounts, are
documented and communicated to stakeholders. (See exercises)
• See exercises
• See exercises
• See exercises
EARNED VALUE
SPECIAL FOCUS
• Earned value is similar in that if you spend a dollar on labor for your
project, that dollar doesn't just evaporate into thin air. You are
"earning" a dollar's value back into your project. If you buy bricks or
computers, write code or documentation, or perform any work on
the project, those activities earn value back into your project.
• Because It…
– Allows for common understanding of the amount of work that
actually has been done
– Allows for objective assessment of variance
– Allows for forecast of future performance
– Is incorporated in all major modern project management
software packages
– Is consistent for all project managers
– Allows for point-in-time analysis
– Can be done at the work element, summary or project level
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60
Time Now
50
40
Dollars
30
Actual Cost (26)
20 Budget Plan (21)
10
0
J F M A M J J A S O N D
Time
60
Time Now
50
40
Dollars
30
Actual Cost (26)
10
Earned Value (16)
0
J F M A M J J A S O N D
Time
EV Terms
4500
4000
BAC
3500
3000
BCWS $K
2500
2000
1500
1000
500
0
Jan Feb Mar Apr May Jun
Reporting Period
80000
70000
BAC
PV
60000
CURRENT
JANUARY 0
50000
PV
FEBRUARY 2500
40000 MARCH 8000
30000 APRIL 13000
20000 MAY 42000
10000
JUNE 62000
JULY 70700
0
JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY
80000
CURRENT
70000
60000
BCWS BCWP
50000 JANUARY 0 0
BCWS
FEBRUARY 2500 3600
40000 BCWP MARCH 8000 8000
APRIL 13000 10000
30000
MAY 42000 38000
JUNE 62000
20000
JULY 70700
10000
0
JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY
80000
CURRENT
70000
60000
50000
ACWP
BCWS BCWP ACWP
JANUARY 0 0 0
BCWS
40000 FEBRUARY 2500 3600 6000
BCWP
MARCH 8000 8000 8000
30000 APRIL 13000 10000 8000
MAY 42000 38000 48000
JUNE 62000
20000
JULY 70700
10000
0
JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY
ETC VAC
BAC
CV
SV
VAC
ETC
BAC
$
P
W
C
A
CV
W
C
B
SV
P
W
C
B
Data Date
Key
VAC
ETC
BAC
P
W
AC
S
CV
W
C
B
SV
P
W
C
B
Data Date
Key
EVM Example
• Budgeted at Completion
– Budgeted at completion simply means, "how much we originally
expected this project to cost".
– BAC = 20 miles of sidewalk * $15,000 / mile.
– BAC = $300,000
EVM Example - PV
• Planned Value
– The planned value is “how much work was planned for this point
in time”.
– Planned Value = Planned % complete * BAC
– We are 2 weeks complete on an 8 week schedule, which equates
to 25%.
– PV = $300,000 * 0.25 = $75,000.
– Therefore, we had planned to spend $75,000 after two weeks.
EVM Example - AC
• Actual Cost
– Actual cost is the amount of cost you have incurred at this point,
and we are told in the example that we have spent $55,000 to
date.
– AC = $55,000
• Cost Variance
– Cost variance (CV) is how much actual costs differ from planned
costs. We derive this by calculating the difference between EV and
AC.
– The reason we use EV in this formula instead of PV is that we are
calculating how much the actual costs have varied. If we used PV, it
would give us the variance from our plan, but the cost variance
measures actual cost variance, and EV is based on actual
performance, whereas PV is based on planned performance.
• CV = EV-AC
• CV = $60,000 - $55,000
• CV = $5,000
• CPI = EV / AC
• CPI = %60,000/$55,000
• CPI = 1.09
• SPI = EV / PV
• SPI = 0.8
• Variance at Completion
– Variance at completion is the difference between what we
originally budgeted and what we expect to spend.
– A positive variance indicates that we are doing better than
projected, and a negative variance indicates that we expect the
project to run over on costs.
– VAC = BAC – EAC
– VAC = $300,000 - $275,229.36
– VAC = $24,770.64
Forecasts
• BAC
– Budget at completion - The sum of all the budget values established for the
work to be performed on a project or a work breakdown structure
component or a schedule activity.
• EAC
– Estimate at completion - Projected total final value for a schedule activity,
WBS comp. or project when the defined work of the project is completed.
• ETC
– Estimate to complete - The expected cost needed to complete all the
remaining work for a schedule activity, work breakdown structure
component, or the project.
• VAC
– Variance at completion - Difference between total estimated cost at
beginning and new estimated cost
EVM Review
• For example, if you had $5,000 now and could get 8% interest,
what would the Future Value be after 2 years?
‒ FV = $5000*(1+0.08)2
‒ FV = $5832
• Present Value is the value of something today that you need in order
to develop a certain amount in the future.
• Would you need more or less than a future amount now to have that
amount in the future?
Sunk Cost
• The cost that has already been incurred – therefore cannot be
avoided going forward.
• Project Selection Criteria: When deciding the best option, ignore
the sunk costs, because they have already been incurred and
cannot be avoided.
– Example: Project A had initial budget of $ 1,000 out of which $ 800 has already
been spent. To complete project A, we will need additional $ 500. Another
Project B will require $ 1200 for completion. Which project do you want to
select?
– Answer : $ 800 spent in project A is sunk cost – hence should be ignored. So, at
this point of time,
• Cost of completing project A = $ 500
• Cost of completing project B = $ 1200
• Hence, we should select project A
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DEPRECIATION
Double Declining Balance (DDB)
• Depreciation taken out each period (year) by double straight line depreciation
• Usually, applied on the initial purchase price (don’t subtract salvage value)
Example below shows depreciation for 5 years where:
Depreciation for 1st year is $140,000 / 5 years x 2 = $56,000 (or 40% of $140,000)
Depreciation for 2nd year is $84,000 / 5 years x 2 = $33,600 (or 40% of $84,000)
EV Exercise
Work Unit Completion Date Budget ($M) Work Performed Actual Cost
($M) ($M)
A 31JAN 10 10 12
B 28FEB 5 4 5
C 31MAR 6 8 8
D 12MAY 15 13 12
E 30JUN 20 20 30
F 18JUL 3
G 30AUG 35
H 22SEP 22
I 29OCT 22
J 30NOV 9
Answers
1. CV = EV – AC = $55 - $67 = -$12
2. SV = EV – PV = $55 - $56 = -$1
3. CPI = EV/AC = 55 / 67 = 0.82
4. SPI = EV/PV = 55 / 56 = 0.98
5. BAC = ΣPV = 147
6. EAC = BAC / CPI = 147 / 0.82 = $179.27
7. ETC = EAC - AC = $179.27 - $67 = $112.27
8. PC = EV / BAC = 55 / 147 = 0.37 = 37%
9. PS = AC / BAC = 67 / 147 = 0.46 = 46%
10.Over cost, a little behind schedule
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1
PROJECT MANAGEMENT & QUALITY
MANAGEMENT
• The basic approach to project quality management described in the
PMBOK is intended to be compatible with that of The International
Organization for Standardization (ISO).
• This generalized approach should also be compatible with
proprietary approaches to quality management such as those
recommended by Deming, Juran, Crosby and others,
• It is also compatible with non-proprietary approaches such as Total
Quality Management (TQM), Six Sigma, Failure Mode and Effect
Analysis, Design Reviews, Voice of the Customer, Cost of Quality
(COQ), and Continuous Improvement.
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PM & QM SIMILARITIES
Both recognize the importance of:
• Customer satisfaction – Understanding, evaluating, defining, and
managing expectations so that customer requirements are met.
2
PM & QM DIFFERENCES?
For the PMP Exam you need to know the paradigms and absolutes
of the main quality systems and gurus:
1. ISO
2. TQM
3. Deming
4. Crosby
5. Juran
3
ISO 9000
4
ZERO DEFECTS (CROSBY)
5
W. EDWARDS DEMING
Quality is continuous improvement through reduced variation.
Deming’s Five Principles:
1. The central problem is the failure of management to understand
variation.
2. It is management’s responsibility to know whether the problems
are in the system or in the behavior of the people.
3. Teamwork should be based on knowledge, design, redesign.
Constant improvement is management’s responsibility.
4. Train people until they are achieving as much as they can.
5. It is management’s responsibility to give detailed specifications.
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TOTAL QUALITY MANAGEMENT
(KAIZEN)
• Very proactive approach.
• Utilize leadership and accountability.
• Measure and strive for constant improvement.
• Focused on prevention over inspection - it costs more to fix an error
than it does to prevent one.
• Testing while developing provides an immediate feedback loop.
Process problems are more likely to be detected early on, instead of
at the end.
• Continuous improvement of the process is a key foundation of his
view on TQM.
7
GOALS OF QUALITY
• Quality deals more with how well something works. How dependable is
the lower grade or higher grade product? If it breaks, doesn't have good
directions, or doesn't function as intended, it could be lacking quality.
8
ACCURACY VS. PRECISION
• Accuracy deals with the values being measured aligning with the
target value.
• For example, if you are testing a process and the target is 300
milliliters output, accuracy would deal with how close the
measurement is to the 300 milliliters target.
• For example, how many of the outputs are 300 milliliters from the
accuracy example.
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WHAT IS GOLD PLATING?
• The Project Manager and team should provide only that which was
approved, exactly what the customer asked for and what they
approve in the Charter, no more or no less.
CUSTOMER SATISFACTION
10
VOICE OF THE CUSTOMER
11
COST OF QUALITY
• Just-in-Time
• Product Maturity
12
JUST IN TIME (JIT)
• Inventory costs money, thus, an increase in quality that lets you use
JIT can save your company money
Sample:
• A subset of population members.
13
STATISTICAL INDEPENDENCE
• When the outcomes of two processes are not linked together nor
dependent upon each other, they are statistically independent.
• Rolling a six on a die the first time neither increases nor decreases
the chance that you will roll a six the second time. Therefore, the two
rolls would be statistically independent.
ATTRIBUTE SAMPLING
VS. VARIABLE SAMPLING
• Attribute sampling is binary; either a work result conforms to quality
or it does not.
14
STANDARD DEVIATION
• Standard deviation is a
statistical calculation
used to measure and
describe how data is
organized.
STANDARD DEVIATION
15
STANDARD DEVIATION
SIGMA
• P is Pessimistic, 0 is Optimistic.
16
SPECIAL CAUSES
VS. COMMON CAUSES
• Special causes are considered preventable by process improvement,
while common causes are generally accepted.
• Example:
• For instance, you may specify that any product will be accepted if it
weighs between 12 and 15 grams. Those weights would represent
your tolerances for weight.
• Control limits are set at three standard deviations above and below
the mean. As long as your results fall within the control limits, your
process is considered to be in control.
17
CONTROL CHARTS
Graphic displays of the results, over time, of a process; used to assess
whether the process is “in control”
QUALITY PROCESSES
QUALITY PROCESS DEFINITIONS
8.1 Plan Quality Management
• The process of identifying quality requirements and/or standards for
the project & product, and documenting how the project will
demonstrate compliance.
8.2 Perform Quality Assurance
• The process of auditing the quality requirements and the results from
quality control measurements to ensure appropriate quality standards
and operational definitions are used
8.3 Control Quality
• The process of monitoring and recording results of executing the
quality activities to assess performance and recommend necessary
changes.
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QUALITY PROCESSES
OUTPUTS
INPUTS • Quality management plan
• Project management plan • Process improvement plan
• Stakeholder register • Quality metrics
• Risk register • Quality checklists
• Requirements documentation • Project documents updates
• Enterprise environmental factors
• Organizational process assets
19
8.1 PLAN QUALITY PROCESS
8.1 OUTPUTS –
1. Quality Management Plan
20
8.1 OUTPUTS –
2. Process Improvement Plan
• Is a subsidiary of the Project Management Plan that details the steps
for analyzing processes that will facilitate the identification of waste
and non-value added activity, such as:
‒ Process boundaries (purpose, start, end, inputs, outputs, data required,
owner and stakeholder processes)
‒ Process configuration (flowchart of processes to facilitate analysis with
interfaces identified)
‒ Process metrics (maintain control over status of processes)
‒ Targets for improved performance
• Deals with how quality activities will be streamlined and improved.
8.1 OUTPUTS –
3. Quality Metrics 1/2
• Metric = operational definition that describes in very specific terms,
what something is, and how quality control process measures it
• A measurement is an actual value
• Quality metrics are used in QA and QC processes
• Examples:
‒ Defect density, failure rate, availability, test coverage
‒ It is not adequate for the team to say that the system needs to have a
rapid response time. Instead, a quality metric might specify that a
system must respond within two seconds to 99% of all requests up to
1,000 simultaneous users.
21
8.1 OUTPUTS –
3. Quality Metrics 2/2
• What is a variable?
‒ A characteristic to measure.
‒ Example:
• Size
• Shape
• What is an attribute?
‒ The measurement
‒ Example:
• Inches
• Meters
• Pounds
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8.1 OUTPUTS –
4. Quality Checklists
• A checklist is a Plan quality output put
to ensure that all steps were
performed, and that they were
Do this first
performed in the proper sequence. Do this second
Check this
• Establish a common reference for
Check that
quality management execution
Did you?
• Are especially effective when Have you?
developed and improved over several
projects
22
8.1 TOOLS & TECHNIQUES –
1. Cost Benefit Analysis
• Plan quality must consider cost-benefit trade-offs
• No activities should be performed that cost more (or even the same)
as the expected benefits.
23
8.1 TOOLS & TECHNIQUES –
2. Cost of Quality 2/4
• Typical project should have a goal of between 3-5% of total value as cost of
quality
• Cost of quality is often viewed as a negative cost because errors in work have
been traditionally accepted as a cost of doing business
• Types of Costs:
‒ Prevention Costs
‒ Appraisal Costs
‒ Failure Costs
• Internal
• External
• At least 85% of the costs of quality are the direct responsibility of
management
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• Cost of non-conformance
‒ Scrap, rework, expediting, additional material or inventory,
warranty, complaint handling, liability judgments, product recalls,
product corrective actions
24
8.1 TOOLS & TECHNIQUES –
2. Cost of Quality 4/4
• Cost of conformance: • Cost of non-conformance:
the cost of proactive quality the cost of quality failure
processes ‒ Scrap
‒ Planning ‒ Rework
‒ Training ‒ Additional material / inventory
‒ Process control ‒ Warranty repairs & service
‒ Product design evaluation ‒ Complaint handling
‒ Test & evaluation ‒ Liability judgments
‒ Quality audits ‒ Product recalls
‒ Maintenance ‒ Field service
‒ Inspection ‒ Expediting
‒ Field testing
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B. Flowcharts
C. Checksheets
D. Histograms
E. Pareto diagrams
F. Control charts
G. Scatter diagrams
25
8.1 TOOLS & TECHNIQUES –
4. Benchmarking
• Involves comparing actual or planned project practices to those of
other projects to generate ideas for improvement and to provide a
basis to measure performance.
26
8.1 TOOLS & TECHNIQUES –
5. Design of Experiments 2/2
27
8.1 TOOLS & TECHNIQUES –
7. Additional Quality Planning Tools
• Brainstorming. This technique is used to generate ideas .
• Force field analysis. These are diagrams of the forces for and against
change.
• Quality management and control tools. These tools are used to link
and sequence the activities identified (defined in Section 8.2).
INPUTS OUTPUTS
• Quality management plan • Change requests
• Process improvement plan • Project management plan updates
• Quality metrics • Project documents updates
• Quality control measurements • Organizational process assets updates
28
8.2 PERFORM QUALITY ASSURANCE
8.2 INPUTS –
1. Quality Control Measurements
• The quality control measurements can be thought of as a feedback
loop.
• Are the results of the quality control activities that are feedback to QA
process for use in re-evaluating and analyzing the quality standards
and processes of the performing organization
29
8.2 TOOLS & TECHNIQUES –
1. Quality management and control tools 1/7
• Affinity diagrams: is similar to
mind-mapping techniques in that
they are used to generate ideas
that can be linked to form
organized patterns of thought
about a problem. In project
management, the creation of the
WBS may be enhanced by using
the affinity diagram to give
structure to the decomposition of
scope.
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8.2 TOOLS & TECHNIQUES –
1. Quality management and control tools 3/7
• Interrelationship digraphs: An
adaptation of relationship diagrams.
‒ The interrelationship digraphs provide
a process for creative problem solving
in moderately complex scenarios that
possess intertwined logical
relationships for up to 50 relevant
items.
‒ The interrelationship digraph may be
developed from data generated in
other tools such as the affinity
diagram, the tree diagram, or the
fishbone diagram.
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8.2 TOOLS & TECHNIQUES –
1. Quality management and control tools 5/7
Prioritization matrices: Identify the
key issues and the suitable
alternatives to be prioritized as a
set of decisions for
implementation.
32
8.2 TOOLS & TECHNIQUES –
1. Quality management and control tools 7/7
Matrix diagrams: A quality management and
control tool used to perform data analysis
within the organizational structure created
in the matrix.
33
8.2 TOOLS & TECHNIQUES –
2. Quality Audits 2/2
• Structured, independent review to determine whether the project
activities comply with organizational and project policies, processes
and procedures
34
8.3 CONTROL QUALITY
TOOLS & TECHNIQUES
• Seven basic quality tools
• Statistical sampling
• Inspection
• Approved change requests review
OUTPUTS
• Quality control measurements
INPUTS • Validated changes
• Project management plan • Validated deliverables
• Quality metrics • Work performance information
• Quality checklists • Change requests
• Work performance data • Project management plan updates
• Project documents updates
• Approved change requests
• Organizational process assets
• Deliverables updates
• Project documents
• Organizational process assets
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• This process uses the tool of inspection to make sure the results of
the work are what they are supposed to be.
35
8.3 CONTROL QUALITY (2/3)
• PM Team Requirements
‒ Should have working knowledge of SPC (Statistical Process
Control), especially sampling and probability, to help evaluate QC
outputs
‒ Should know differences between
• Prevention and inspection
• Attribute sampling and variables sampling
• Special causes and random causes
• Tolerances and control limits
36
8.3 OUTPUTS –
1. Quality Control Measurements
• The quality control measurements can be thought of as a feedback
loop.
• Are the results of the quality control activities that are feedback to
QA process for use in re-evaluating and analyzing the quality
standards and processes of the performing organization
8.3 OUTPUTS –
2. Validated Changes
37
8.3 OUTPUTS –
3. Validated Deliverables
38
8.3 TOOLS & TECHNIQUES – 1.Seven basic quality tools
A. Cause and Effect Diagrams 2/2
39
8.3 TOOLS & TECHNIQUES – 1.Seven basic quality tools
C. Checksheets
• Checksheets, which are also known as
tally sheets and may be used as a
checklist when gathering data.
• Checksheets are used to organize facts
in a manner that will facilitate the
effective collection of useful data about
a potential quality problem.
• They are especially useful for gathering
attributes data while performing
inspections to identify defects.
• For example, data about the frequencies or consequences of defects collected in
checksheets are often displayed using Pareto diagrams.
40
8.3 TOOLS & TECHNIQUES – 1.Seven basic quality tools
E. Pareto Chart 1/3
• Pareto's Law
‒ Pareto diagrams are based on Pareto's Law, which is also known as
the 80/20 rule.
‒ This rule states that 80% of the problems come from 20% of the
causes
‒ Pareto chart is used to help determine the few root causes behind
the majority of the problems on a project.
41
8.3 TOOLS & TECHNIQUES – 1.Seven basic quality tools
E. Pareto Chart 3/3
42
8.1 TOOLS & TECHNIQUES – 1.Seven basic quality tools
F. Control Charts 2/4
43
8.1 TOOLS & TECHNIQUES – 1.Seven basic quality tools
F. Control Charts 4/4
44
8.3 TOOLS & TECHNIQUES – 1.Seven basic quality tools
G. Scatter Diagram2
• Suppose that the horizontal, or X axis, represented hours of study, which is your independent
variable.
• The vertical, or Y axis, represented your score on the PMP Exam, which is the dependent
variable.
• The third graph would make sense, since the more people studied, the higher their scores
tended to be.
• The second graph, where the more the person studied, the lower their score, you might
deduce that the book they are reading is actually having a negative effect.
• The first example graph below might lead you to deduce that the study material being used
has no effect at all and therefore there is no correlation.
No Correlation Negative Correlation Positive Correlation
• Discussed earlier
45
8.3 TOOLS & TECHNIQUES –
3. Inspection
46
9. Project HR Management
1
PROJECT MANAGER’S ROLES
• Integrator
• Communicator
• Team Leader
• Decision Maker
• Climate Builder
HR CONSIDERATIONS
• Changing stakeholders
• Administrative responsibilities
2
PROJECT MANAGER’S AUTHORITY
HR PROCESSES
Planning Executing
9.1 9.2
Plan Human Resource Acquire Project Team
Management
9.3
Develop Project Team
9.4
Manage Project Team
3
HR PROCESSES DEFINITIONS
• Plan Human Resource Management :
‒ Identifying and documenting project roles, responsibilities, and reporting
relationships, as well as creating the staffing management plan
• Acquire Project Team:
‒ Obtaining the human resources needed to complete the project
• Develop Project Team:
‒ Improving the competencies and interaction of team members to
enhance project performance.
• Manage Project Team:
‒ Tracking team member performance, providing feedback, resolving
issues, and coordinating changes to enhance project performance
INPUTS
•
•
Project management plan
Activity resource requirements
OUTPUTS
• Enterprise environmental factors • Human resource management plan
• Organizational process assets
4
9.1 PLAN HUMAN RESOURCE MANAGEMENT
• Determine roles, responsibilities and reporting relationships. The
roles can be assigned to individuals or to groups.
• This process lays out how you will staff, manage, team-build, assess,
and improve the project team.
• Individuals and groups may be part of the organization performing
the project, or external to it.
• In most projects, majority of Develop Human Resource Plan is done in
the earliest project phases.
• Tightly linked with Plan Communications, since the project’s
organizational structure will have a major effect on the project’s
human resource requirements.
9.1 OUTPUTS –
1. Human Resource management Plan
• Describes when & how human resources will be brought onto &
released off the project team and how they will be trained
5
ROLES AND RESPONSIBILITIES 1/9
• Title: The label describing the position of a project for which a person
is accountable.
• Responsibility: The work that a project team member is expected to
perform in order to complete the project’s activities.
• Authority: The right to apply project resources, make decisions, and
sign approvals.
• Competency: Skill level needed to be able to perform this role.
• Accountability: Means being answerable for the successful
completion of specified objectives.
Accountability = Responsibility + Authority
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ROLES AND RESPONSIBILITIES 3/9
‒ The role of the sponsor is to be focal point for project decisions that are
beyond the authority of the PM.
7
ROLES AND RESPONSIBILITIES 5/9
8
ROLES AND RESPONSIBILITIES 7/9
9
ROLES AND RESPONSIBILITIES 9/9
10
9.1 TOOLS & TECHNIQUES –
1. Organization Charts and Position Descriptions 2/6
• Hierarchical-type charts
‒ Organizational Breakdown
Structure
11
9.1 TOOLS & TECHNIQUES –
1. Organization Charts and Position Descriptions 4/6
• Matrix charts are used to illustrate which roles on the project will be
working with which work packages and what their responsibilities will
be.
• (RAM) Responsibility Assignment Matrix (RAM), displays work
packages in the rows and the roles in the columns. Each cell shows
how that role will work on that particular work package.
• RACI chart "ray-cee" derive their name from:
‒ 'R' for Responsible
‒ 'A' for Accountable
‒ 'C' for Consult
‒ 'I' for Inform
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9.1 TOOLS & TECHNIQUES –
1. Organization Charts and Position Descriptions 6/6
• Text-oriented formats
‒ Provide information such as
responsibilities, authority, competencies,
and qualifications.
‒ Follow the format of a position
description, detailing out what
responsibilities each position on the
project will involve and what
qualifications will be needed to fill these
positions.
‒ This tool is particularly useful in
recruiting.
13
9.1 TOOLS & TECHNIQUES –
2. Organizational Theory
INPUTS OUTPUTS
• Human resource management plan • Project staff assignments
• Enterprise environmental factors • Resource calendars
• Organizational process assets • Project management plan (updates)
14
9.2 OUTPUTS –
1. Project Staff Assignments
• Staff assignments contain a list of all team members for the project.
9.2 OUTPUTS –
2. Resource Calendars
• As resources are assigned to the project, the time they are assigned
to work on activities should be documented.
15
9.2 TOOLS & TECHNIQUES –
1. Pre-assignment
• Later, resources are assigned to perform those roles and fulfill the
responsibilities; however, occasionally specific resources will be pre-
assigned to fill a role.
• This may occur before the staffing management plan has been
developed and even before the project formally begins.
16
9.2 TOOLS & TECHNIQUES –
3. Acquisition
• Virtual teams have become much more popular over recent years.
• A virtual team is a group of individuals who may or may not see each
other in person.
17
9.2 TOOLS & TECHNIQUES –
5. Multi-criteria decision analysis
By use of a multi-criteria decision analysis tool, criteria are developed and used to rate
or score potential team members.
The criteria are weighted according to the relative importance of the needs within the
team.
Some examples of selection criteria that can be used to score team members are
shown as follows:
• Availability.
• Cost.
• Experience.
• Ability.
• Knowledge.
• Skills.
• Attitude: Determine whether the member has the ability to work with others as a cohesive
team.
• International factors: Consider team member location, time zone and communication
capabilities.
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INPUTS OUTPUTS
Human resource management plan Team performance assessment
Project staff assignments Enterprise Environmental Factors
Project management plan updates
Resource calendars
18
9.3 DEVELOP PROJECT TEAM 1/2
• Objectives
19
9.3 OUTPUTS –
1. Team Performance Assessment
• The evaluation of a team’s effectiveness may include indicators such as:
‒ Improvements in skills that allow individuals to perform assignments more
effectively,
‒ Improvements in competencies that help the team perform better as a team,
‒ Reduced staff turnover rate, and
‒ Increased team cohesiveness where team members share information and
experiences openly and help each other to improve the overall project
performance.
• As a result of conducting an evaluation of the team’s overall performance,
the project management team can identify the specific training, coaching,
mentoring, assistance, or changes required to improve the team’s
performance.
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9.3 OUTPUTS –
2. Enterprise Environmental Factors updates
20
9.3 TOOLS & TECHNIQUES –
1. Interpersonal Skills
• These are sometimes known as “soft skills,” and are particularly
important to team development.
‒ Leading
‒ Communicating
‒ Negotiating
‒ Motivating
‒ Problem solving
• If a team member does not have the skills needed to carry out their
responsibilities, then training may be a good option.
21
9.3 TOOLS & TECHNIQUES –
3. Team-Building Activities 1/3
• Any activity that enhances or develops the cohesiveness of the team.
Focusing on building bonds and relationships among team members.
22
9.3 TOOLS & TECHNIQUES –
3. Team-Building Activities 3/3
• Effective Team Communications
‒ Be an effective communicator.
‒ Be a communications expediter.
TEAM DEVELOPMENT
One theory states that there are five stages of development that teams may go
through. Usually these stages occur in order. However, it’s not uncommon for a team
to get stuck in a particular stage or slip to an earlier stage. Also, projects with team
members who have worked together in the past could skip a stage.
• Forming. This phase is where the team meets and learns about the project and what their
formal roles and responsibilities are. Team members tend to be independent and not as
open in this phase.
• Storming. the team begins to address the project work, technical decisions, and the project
management approach. If team members are not collaborative and open to differing ideas
and perspectives the environment can become destructive.
• Norming. team members begin to work together and adjust work habits and behaviors that
support the team. The team begins to trust each other.
• Performing. Teams that reach the performing stage function as a well-organized unit. They
are interdependent and work through issues smoothly and effectively.
• Adjourning. In the adjourning phase, the team completes the work and moves on from the
project. (Reference “PMBOK ® Guide”)
23
9.3 TOOLS & TECHNIQUES –
4. Ground Rules
• A list of acceptable and unacceptable behaviors adopted by a project
team to improve working relationships, effectiveness, and
communication.
• Formal or informal rules
• A link between performance & reward
• Authority appropriate for responsibility
• System specific to needs of project
• For instance, everyone on the project shares responsibility for
protecting the security of project data***
• To encourage interaction
24
9.3 TOOLS & TECHNIQUES –
6. Recognition and Rewards
• These tools help project managers assess the team preferences, aspirations,
how they process and organize information, how they tend to make
decisions, and how they prefer to interact with people.
25
9.4 MANAGE PROJECT TEAM
INPUTS
Human resource management plan OUTPUTS
Project staff assignments Change requests
Team performance assessments Project management plan updates
Issue log Project documents updates
Work Performance reports Enterprise environmental factors updates
Organizational process assets Organizational process assets updates
26
9.4 INPUTS –
1. Issue Log
• A point or matter in question or in dispute, or not settled and is under
discussion or over which there are opposing views or disagreements.
• Anything that threatens project progress.
• It could be specific, such as a technical concern, or general, such as a
personality conflict among team members.
• A place to record issues that require resolution.
• Along with each issue, the person or people responsible for resolving the issue
should be documented, as well as due dates for the desired resolution.
Issue Area of Impact Current Degree of Resolution Issue/ Strategy Next Review Date
Impact Strategy Owner
Full Specific individual, Current condition How the issue is Team member Date for
sentence function, customer, of the area of being handled or name reassessment of
narrative product or other impact, based on managed or will responsible for the issue, impact,
describing area of impact the issue be managed in the issue and and strategy
the problem the future strategy
9.4 INPUTS –
2. Work Performance Reports
• Work Performance reports provide documentation about the current
project status compared to project forecasts.
27
9.4 TOOLS & TECHNIQUES –
1. Observation and Conversation
• Are used to stay in touch with the work and attitudes of project team
members.
• Using the tool of 360 degree, feedback is provided from all directions
and often from individuals both internal and external to the project,
and occasionally even vendors and external contractors
28
9.4 TOOLS & TECHNIQUES –
2. Project Performance Appraisals 2/2
• Project Performance Appraisals
29
CONFLICT MANAGEMENT 2/9
• Conflicts
‒ Conflicts are inevitable in project teams
‒ Conflicts between team members must be resolved to promote
team success
‒ Individuals are not usually aware of their behaviors in situations
when conflict arises
‒ It’s just as difficult for people to manage agreement as it is to
manage conflict
30
CONFLICT MANAGEMENT 4/9
31
CONFLICT MANAGEMENT 6/9
‒ Assume the other person has a different value relating style than yours
‒ Think collaboratively
• In the same way there are several ways to approach conflict resolution. Because
conflict is inevitable, you should be aware of the common ways of handling it
32
METHODS OF CONFLICT RESOLUTION 8/9
• Withdrawal – Retreat or withdraw from actual or potential disagreement and
conflict
• Smoothing – De-emphasize differences (avoiding areas of differences) and
emphasize (focus on) commonalties over issues (emphasizing areas of
agreement).
• Compromising – Bargaining (trade) and searching for solutions which attempt
to bring some degree of satisfactions to the conflicting parties in a dispute.
Characterized by a “give and take” attitude.
• Forcing – Exerting one’s point of view at the expense of another party.
characterized by competitiveness (a win-lose solution to a conflict)
• Confrontation – Facing the conflict directly; address the disagreement and
utilize a problem solving approach whereby parties work through their
disagreements
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9.4 TOOLS & TECHNIQUES – 4.Interpersonal Skills 1/2
34
MANAGEMENT/LEADERSHIP STYLES 1/4
• Autocratic (dictatorial)
‒ The PM solicits little or no information from team.
‒ Makes decision solely.
‒ Also referred to as Directing.
• Directing
‒ Managers tell people what tasks will be performed and when and how they will
be done
• Consultative Autocrat
‒ Intensive information input is solicited from the team.
‒ The PM still makes the decisions, solely.
‒ May also be referred to as Persuading.
35
MANAGEMENT/LEADERSHIP STYLES 3/4
• Consensus Manager
‒ Problem presented to the team for open discussion and information
gathering.
‒ Team makes decision.
‒ Also referred to as Participating.
• Shareholder Manager
‒ Little or no information exchange takes place within the group.
‒ The team has the ultimate authority for the final decision.
‒ Also referred to as Delegating.
‒ This style is considered to be poor management.
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• Facilitating
‒ Supportive
‒ Task oriented
‒ Team-based
‒ Assertive
36
FORMS OF POWER
• Project managers, especially those in matrix and functional
organizations, are often tasked with responsibility for the project
without much formal authority in the organization.
• Understanding the forms of power can help the project manager
maximize his ability to influence and manage the team:
‒ Reward Power
‒ Expert Power
‒ Legitimate
‒ Referent
‒ Punishment
• Best Forms of Power: PMI considers reward and expert the most
effective forms of power and punishment the least effective.
37
CONSTRUCTIVE TEAM ROLES 2/5
• Information givers
• Encouragers
38
CONSTRUCTIVE TEAM ROLES 4/5
• Summarizers
‒ Summarizers take the details and restate them succinctly or relate them
back to the big picture.
39
DESTRUCTIVE TEAM ROLES 1/6
• Aggressors
‒ Someone who is openly hostile and opposed to the project.
‒ This is a negative role because it serves no productive purpose on the
project.
• Blockers
‒ Someone who blocks access to information and tries to interrupt the
flow of communication.
‒ This is a negative role because of the disruptive effect poor
communication can have on a project.
• Withdrawers
40
DESTRUCTIVE TEAM ROLES 3/6
• Topic Jumper
41
DESTRUCTIVE TEAM ROLES 5/6
• Dominator
‒ This is a negative role because valid opinions are often quashed, and the
project may take on a one-dimensional quality
• Devil's Advocate
‒ This may be a positive or negative role on the project, but it is most often
associated with a negative role since it often disrupts and frustrates
communication, discourages people from participating, and stalls
progress.
42
MCGREGOR'S THEORY X AND THEORY Y 1/2
(1960)
• McGregor's organizational theory states that there are two ways to
categorize and understand people in the workplace: Theory X and
Theory Y
• Theory X
‒ Managers who ascribe to Theory X presume that people are only interested
in their own selfish goals.
‒ They are unmotivated, they dislike work, and they must be forced to do
productive work.
‒ Theory X managers believe that constant supervision is necessary to achieve
desired results on a project.
‒ Example: An assembly line organization may treat everyone as an "X
Person“, monitoring and measuring every move
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• Theory Y
‒ Those who practice Theory Y assume that people are naturally motivated
to do good work.
‒ "Y managers" believe that their team members need very little external
motivation and can be trusted to work toward the organization's or
project's goals.
‒ Example: Whereas an organization that encourages telecommuting might
be more prone to treat employees as "Y People."
• It is the manager, not the organization, that ascribes to Theory X or
Theory Y, and the style of management is not necessarily
determined by the type of work being performed.
43
GOAL SETTING THEORY
44
HERZBERG'S MOTIVATIONAL
THEORY(BETWEEN 1959 AND 1968)
• Herzberg had two main areas for workplace success. The first was hygiene,
which focuses mainly on areas associated with the workplace factors, such as a
safe work environment, steady pay, and a stable job are examples of hygiene.
• Motivating agents were his second area of focus, which deals with the non-
financial characteristics of work. Examples can include the opportunity to
improve and do more, education, and responsibility.
45
HALO THEORY
• The theory could also be used to imply that if someone was not good
in his or her technical field, that person wouldn't be good at project
management.
46
10. Project Communications
Management
IMPORTANCE OF COMMUNICATIONS
MANAGEMENT
• Communicating is extremely important for the success of a project,
and the most important trait (effect) in a project manager.
• For N people,
– Project status
– Performance
– Change
– Earned value
COMMUNICATION PROCESSES
Monitoring and
Planning Executing
controlling
10.1
10.2 10.3
Plan
Manage Control
Communications
Communications Communications
Management
INPUTS
Project management plan
OUTPUTS
Communication management plan
Stakeholder register
Project documents (updates)
Enterprise environmental factors
Organizational process assets
• Communication Channels
– Channels = n(n-1)/2
• Communication Channels
• 4*(4-1)/2 = 6
• 5*(5-1)/2 = 10
COMMUNICATIONS MODEL
• This model defines the responsibilities between the sender and the
receiver.
COMMUNICATIONS MODEL
COMMUNICATIONS SKILLS
COMMUNICATIONS SKILLS
• Active listening
– Active listening requires that the receiver takes active steps to ensure
that the sender was understood. It is similar to effective listening.
• Effective listening
• Paralingual
– Paralingual communication is vocal but not verbal - for example, tone of
voice, volume, or pitch.
COMMUNICATIONS SKILLS
• Feedback
– Asking questions or repeating the speaker's words are also ways to give
feedback.
FORMS OF COMMUNICATION
Form of Characteristic Examples
Communication
Written Formal Precise • Project Charter, Scope Statement, Project Plan, WBS, project
Transmitted through the medium status
of correspondence • Complex issues
• Contract related communication
Written Informal • Email, Notes, Memos, Letters
• Regular communication with team members
• Interpersonal communication.
• Formal communication.
• Informal communication.
INTERPERSONAL COMMUNICATION
RESPONSES TO FEEDBACK
• Silence. Listening quietly, observing, and trying to understand the full
message in the feedback.
• Acknowledgment. Giving verbal indicators of understanding and
validation for the feedback.
• Inviting non-verbal (as apposed to the “are you crazy?” facial
expressions). Using expressions that invite additional information and
feedback.
• Paraphrasing.(Rewording) Restating the message as you understand
it to check the accuracy of communication.
• Active listing. Expressing understanding of the importance of the
message, as well as your feelings about it.
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MACRO-BARRIERS TO SUCCESSFUL
COMMUNICATION 2/2
• Organizational climate:
– Minimize the differences associated with status and ego within the
organization.
– Encourage open and trusting atmosphere.
• Number of links:
– Reduce the number of transmission links.
– The more links, the more opportunity for distortion.
– Be aware of entrapy. 23-27% of message is lost in upward
communication.
INPUTS OUTPUTS
Communications management plan Project communications
Work Performance reports Project management plan updates
Project documents updates
Enterprise environmental factors
Organizational process assets
Organizational process assets updates
10.2 OUTPUTS–
1. Project Communications
The Manage Communications process involves the activities that are
required for information to be created, distributed, received,
acknowledged, and understood. Project communications may include
but are not limited to:
• performance reports, deliverables status, schedule progress, and cost
incurred.
• Project communications can vary significantly and are influenced by factors
such as,
‒ the urgency and impact of the message,
‒ its method of delivery, and
‒ level of confidentiality.
INPUTS OUTPUTS
Project management plan Work performance information
Project communications Change requests
Issue log Project management plan updates
Work performance data Project documents updates
Organizational process assets Organizational process assets updates
10.3 OUTPUTS–
1. Work Performance Information
• Work performance information organizes and summarizes the
performance data gathered. ( Described in 4.4. “PMBOK ® Guide”
Monitor and Control Project Work )
• Types
1
RISK COMPONENTS
• Components
‒ Risk event
2
PROJECT RISK MANAGEMENT
• Look for risks caused by things like poor project management,
dependency on uncontrollable external resources, concurrent
multiple projects, etc.
RISK PROCESSES
RISK PROCESS DEFINITIONS
11.1 Plan Risk Management
• Process of deciding how to approach and conduct (plan & execute) the risk
management activities for a project.
11.2 Identify Risks
• Determine which threats/opportunities might affect the project &
document their details
11.3 Perform Qualitative Risk Analysis
• Assess each risk's chance of occurring & probable impact to get a
prioritized list of risks requiring more analysis or action
3
RISK PROCESSES
• Track identified & residual risks, identify new risks, execute risk response
plans & evaluate their effectiveness
RISK PROCESSES
Processes by process group
Planning Monitoring and controlling
11.1 11.6
Plan Risk Management Control Risks
11.2
Identify Risks
11.3
Perform Qualitative Risk Analysis
11.4
Perform Quantitative Risk Analysis
11.5
Plan Risk Responses
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PLAN RISK MANAGEMENT
HOW DO YOU PLAN FOR RISK?
• Establish an agreed-upon approach for conducting risk management
activities & evaluating risk
• Ensure that the level, type, and visibility of risk management are
commensurate with both risk and importance of the project to the
organization
• Provide sufficient resources and time for risk management activities
• Planning Risk management should be completed early during project
planning, since it is crucial to successfully performing the other
processes
INPUTS
Project management plan
Project charter
OUTPUTS
Stakeholder register
Risk management plan
Enterprise environmental factors
Organizational process assets
5
11.1 OUTPUTS –
1. Risk Management Plan 1/2
• The risk management plan describes how risk management will be
structured and performed on the project. It becomes a subset of the
project management plan.
• The risk management plan includes the following:
‒ Methodology. Defines the approaches, tools, and data sources that may be
used to perform risk management on the project.
‒ Roles and responsibilities. Defines the lead, support, and risk management
team members for each type of activity in the risk management plan, and
clarifies their responsibilities.
‒ Budgeting. Assigns resources, estimates funds needed for risk management for
inclusion in the cost performance baseline, and establishes protocols for
application of contingency reserve.
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11.1 OUTPUTS –
1. Risk Management Plan 2/2
• Timing. Defines when and how often the risk management process will be
performed throughout the project life cycle, establishes protocols for application of
schedule contingency reserves, and establishes risk management activities to be
included in the project schedule (Section 6.5).
• Risk categories. Provides a structure that ensures a comprehensive process of
systematically identifying risks to a consistent level of detail and contributes to the
effectiveness and quality of the Identify Risks process. An organization can use a
previously prepared categorization framework which might take the form of a
simple list of categories or might be structured into a Risk Breakdown Structure
(RBS).
• The RBS is a hierarchically organized depiction of the identified project risks
arranged by risk category and subcategory that identifies the various areas and
causes of potential risks.
6
Risk Breakdown Structure (RBS).
11.1 INPUTS –
1. Organizational process assets
• The organizational process assets that can influence the Plan Risk
Management process include, but are not limited to:
‒ Risk categories,
‒ Common definitions of concepts and terms,
‒ Risk statement formats,
‒ Standard templates,
‒ Roles and responsibilities,
‒ Authority levels for decision-making,
‒ Lessons learned, and
‒ Stakeholder registers, which are also critical assets to be reviewed as
components of establishing effective risk management plans.
7
11.1 TOOLS & TECHNIQUES – 1. Analytical Techniques
• Analytical techniques are used to understand and define the overall risk
management context of the project.
• Risk management context is a combination of stakeholder risk attitudes and
the strategic risk exposure of a given project based on the overall project
context.
• For example, a stakeholder risk profile analysis may be performed to grade
and qualify the project stakeholder risk appetite and tolerance.
• Other techniques, such as the use of strategic risk scoring sheets, are used
to provide a high-level assessment of the risk exposure of the project based
on the overall project context.
• Depending on these assessments, the project team can allocate
appropriate resources and focus on the risk management activities.
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11.1 TOOLS & TECHNIQUES –
2. Meetings 2/2
• Risk management cost elements and schedule activities will be
developed for inclusion in the project budget and schedule,
respectively. Risk contingency reserve application approaches may be
established or reviewed. Risk management responsibilities will be
assigned.
• General organizational templates for risk categories and definitions of
terms such as levels of risk, probability by type of risk, impact by type
of objectives, and the probability and impact matrix will be tailored
to the specific project. If templates for other steps in the process do
not exist they may be generated in these meetings.
• The outputs of these activities will be summarized in the risk
management plan.
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IDENTIFY RISKS
WHAT HAPPENS IN IDENTIFY RISKS?
• Identify Risks determines which risks might affect the project &
documents their characteristics
• Participants in identify risk activities can include the following, where
appropriate: project manager, project team members, risk management
team (if assigned), risk experts from outside, customers, end-users,
stakeholders, etc.
• All project personnel should be encouraged to identify risks.
• Identify risks - is an iterative process because:
‒ Risk events may happen, which may cause new risks
‒ Status of identified risks may change
‒ New risks may occur
9
11.2 IDENTIFY RISKS
TOOLS & TECHNIQUES
• Documentation reviews
• Information gathering
techniques
INPUTS • Checklist analysis
• Risk management plan • Assumptions analysis
• Cost management plan • Diagramming techniques
• Schedule management plan • SWOT analysis
• Quality management plan • Expert judgement
• Human resource management plan
• Scope baseline
• Activity cost estimates
• Activity duration estimates OUTPUTS
• Stakeholder register • Risk register
• Project documents
• Procurement documents
• Enterprise environmental factors
• Organizational process assets
• When is the most effective time for achieving the greatest impact of
project results?
10
THE THREE ELEMENTS OF RISK
11
DISTINGUISHING BETWEEN
CAUSE AND EFFECT
Definite fact or sets of circumstances
CAUSE
about the project or environment
DESCRIBING A RISK
‒ Causes will use present tense phrases such as “is, do, has, has not, are,”
‒ Risks are described with words like “may, might, could, possibly”
12
11.2 OUTPUTS –
1. Risk Register
• The preparation of the risk register begins in the Identify Risks process with the
following information, and then becomes available to other project management and
Project Risk Management processes.
• List of identified risks. The identified risks are described in as much detail as is
reasonable. A simple structure for risks in the list may be applied, such as EVENT may
occur, causing IMPACT, or If CAUSE, EVENT may occur, leading to EFFECT. In addition
to the list of identified risks, the root causes of those risks may become more
evident. These are the fundamental conditions or events that may give rise to one or
more identified risks. They should be recorded and used to support future risk
identification for this and other projects.
• List of potential responses. Potential responses to a risk may sometimes be
identified during the Identify Risks process. These responses, if identified in this
process, may be useful as inputs to the Plan Risk Responses process (Section
11.5).Now not later (response)
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11.2 TOOLS & TECHNIQUES –
2. Checklist analysis
• Risk identification checklists can be developed based on historical
information and knowledge that has been accumulated from
previous similar projects and from other sources of information.
• The lowest level of the RBS can also be used as a risk checklist. While
a checklist can be quick and simple, it is impossible to build an
exhaustive one.
• The team should make sure to explore items that do not appear on
the checklist.
• The checklist should be reviewed during project closure to
incorporate new lessons learned and improve it for use on future
projects.
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11.2 TOOLS & TECHNIQUES –
4. Diagramming Techniques
• Cause-and-effect diagrams (Section 8.3). These are also known as
Ishikawa or fishbone diagrams, and are useful for identifying causes
of risks.
Strengths Weaknesses
Internal
Build On Eliminate or Reduce
Opportunities Threats
External
Exploit Mitigate
15
QUALITATIVE RISK ANALYSIS
HOW DO YOU PERFORM QUALITATIVE RISK ANALYSIS?
• Prioritize identified risks for further action, such as Quantitative Risk
Analysis or Risk Response Planning.
• Organizations can improve the project’s performance effectively by
focusing on high-priority risks .
• Assess the priority of identified risks using their probability of
occurring, the corresponding impact on project objectives if the risks
do occur.
• Also use factors such as time frame & risk tolerance of the project
constraints of cost, schedule, scope & quality
INPUTS
• Risk management plan OUTPUTS
• Scope baseline • Project documents updates
• Risk register
• Enterprise environmental Factors
• Organizational process assets
16
11.3 TOOLS & TECHNIQUES –
1. Risk Probability and Impact Assessment
LIKELIHOOD
3 -3 -6 -9 -12 -15 15 12 9 6 3 3
2 -2 -4 -6 -8 -10 10 8 6 4 2 2
1 -1 -2 -3 -4 -5 5 4 3 2 1 1
-1 -2 -3 -4 -5 5 4 3 2 1
THREATS OPPORTUNITIES
(NEGATIVE IMPACT) (POSITIVE IMPACT)
17
CONSEQUENCES OF RISK ANALYSIS
• Pluses
‒ Greater information is made available during the course of planning
and decision-making
‒ Project objectives are verified
‒ Better communications
‒ Better probability of optimal project realization
‒ Increased chance of project success
• Minuses
‒ Belief that all risks have been accounted for
‒ Project could be shut down!
18
IMPACT OF A RISK
• The impact of a risk is a numerical rating of the effect that the risk
would have on the project, should it occur. (Impact is sometimes
known as consequence).
• Typically a five-level scale is used to measure impact:
1 very low
2 low
3 medium
4 high
5 very high
19
LIKELIHOOD
1 very unlikely
2 low likelihood
3 likely
4 highly likely
5 near certain
COMPONENTS OF LIKELIHOOD
‒ Probability of Occurrence: the probability that the risk events will occur
if we take no action
20
PROBABILITY SCALES
• The probability of an event is defined, for risk management purposes,
as the probability of that event occurring in the absence of any
actions to forestall it.
• For consistency with other risk assessment terms, a 1-5 scale for
probability is used.
1 (Very Low) 0-20%
2 (Low) 20-40%
3 (Possible) 40-60%
4 (High) 60-80%
5 (Almost Certain) 80-100%
• Matrix that assigns risk ratings (or score) to risks or conditions based
on combining probability and impact scales
• Risk score helps put the risk into a category that will guide risk
response actions
21
P-I MATRIX APPROACH
• Risks with high probability and high impact will require further
analysis including quantification and aggressive risk management.
• Risk scores are then added up to calculate risk exposure for the
project.
• Limited use for assessing the overall level of risk for the project
22
RISK SCORE
The higher the Risk score the more serious the risk
LIKELIHOOD
3 -3 -6 -9 -12 -15 15 12 9 6 3 3
2 -2 -4 -6 -8 -10 10 8 6 4 2 2
1 -1 -2 -3 -4 -5 5 4 3 2 1 1
-1 -2 -3 -4 -5 5 4 3 2 1
THREATS OPPORTUNITIES
(NEGATIVE IMPACT) (POSITIVE IMPACT)
23
11.3 TOOLS & TECHNIQUES –
3. Risk Data Quality Assessment
• A qualitative risk analysis requires accurate and unbiased data if it is
to be credible.
24
RBS HIERARCHY
Level 1 Category
Level 2 Sub-Category
25
THE USE OF RBS
• Comparison Of Projects
• Lessons Learned.
26
PERFORM QUANTITATIVE RISK ANALYSIS
HOW DO YOU PERFORM QUANTITATIVE RISK ANALYSIS?
• Analyze priority risks (identified in Qualitative Risk Analysis)
• Analyzes the effect of those risk events and assigns a numerical(quantitative)
rating to those risks.
• It also presents a quantitative approach to making decisions in the presence
of uncertainty.
• The process uses techniques such as Monte Carlo simulation & decision tree
analysis to:
‒ Quantify possible outcomes for the project and their probabilities
‒ Assess probability of achieving specific project objectives
‒ Identify risks requiring the most attention
‒ Identify cost, schedule & scope targets in the light of risk
‒ Make best decisions when conditions or outcomes are uncertain
• Experienced risk managers sometime perform it directly after Identify Risk .
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INPUTS
• Risk management plan
• Cost management plan OUTPUTS
• Schedule management Plan • Project documents updates
• Risk register
• Enterprise environmental Factors
• Organizational process assets
27
11.4 TOOLS & TECHNIQUES –
1. Quantitative Risk Analysis and Modeling Techniques
• Sensitivity analysis. Sensitivity analysis helps to determine which
risks have the most potential impact on the project.
‒ It examines the extent to which the uncertainty of each project element affects
the objective being examined when all other uncertain elements are held at
their baseline values.
‒ One typical display of sensitivity analysis is the tornado diagram, which is useful
for comparing relative importance and impact of variables that have a high
degree of uncertainty to those that are more stable.
• Expected monetary value analysis. Expected monetary value (EMV)
analysis is a statistical concept that calculates the average outcome
when the future includes scenarios that may or may not happen (i.e.,
analysis under uncertainty).
28
EXPECTED MONETARY VALUE
Quantitative Risk Analysis
Decision Trees High Demand
Probability =0.3
$ 550,000
Production Successful
Probability = 0.7
Low Demand
Probability = 0.7
Decide to pursue - $100,000
Production Unsuccessful
Probability = 0.3 Expect Value of Pursuing Project A
Terminate = - $ 200,000 0.7 x 0.3 x $ 550,000 = $ 115,500
0.7 x 0.7 x – $ 100,000 = – $ 49,000
Decide not to pursue $ 0 0.3 x – $ 200,000 = – $ 60,000
The expected value of Project A is $6,500. The expected value of not preceding is $0.
Preceding is the lucrative option.
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SCHEDULE RISK ANALYSIS
30
PLAN RISK RESPONSES
HOW DO YOU PLAN RISK RESPONSES?
• Develop options & determine actions to enhance opportunities and
reduce threats
• Risk responses must be:
o Appropriate to the significance of the risk
o Cost effective
o Timely
o Realistic
o Within the project context
o Agreed upon by all parties involved
o Owned by a responsible person
INPUTS OUTPUTS
• Risk management plan • Project management plan updates
• Risk register • Project document updates
31
11.5 TOOLS & TECHNIQUES –
1. Strategies for Negative Risks or Threats
X Avoid = Mitigate
RISK RISK
Transfer RISK RISK Accept
Mitigate
X Avoid =
Accept
EFFECT EFFECT EFFECT EFFECT
A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 1/8
• Avoid
‒ Eliminate the threat by eliminating the cause.
‒ Involves changing the project management plan to eliminate the threat of an
averse risk.
‒ For instance, a software project may choose to avoid the risk associated with
using a particular piece of cutting edge technology in favor of using a slower
but more reliable one
• Avoidance Actions
‒ Additional boreholes at selected locations
‒ Prototype and Modeling
‒ Carry out complete pre-qualification and short-listing for Consultants,
Contractors, Subcontractors, and Key Suppliers.
‒ Add contract clauses to deal with adverse weather conditions.
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A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 2/8
• Mitigate
‒ Reduction of the probability and / or impact of an adverse risk event to an
acceptable threshold (e.g. designing redundancy in a system)
‒ Mitigating a risk simply means to make it less.
‒ For instance, if you were concerned about the risk of weather damage to a
construction project, you might choose to construct the building outside of the
rainy season.
• Mitigation Actions
‒ Carrying out formal design review and document cleansing
‒ Increase material submittal review and approval
‒ Increase shop-drawings submittal review and approval
‒ Increase field inspection and testing
‒ Provide training for staff
‒ Adopt less complex processes
‒ Choose more stable seller
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A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 3/8
• Transfer (Deflection, Allocation)
‒ Requires shifting the negative impact of a threat, along with the
ownership, to a third party (e.g. insurance, warranties, guarantees).
‒ To transfer a risk to another party is to make it their responsibility.
‒ Make another party responsible for the risk through purchasing of
insurance, warranties, guarantees or outsourcing.
• Transference/ Deflection Actions
‒ Additional work to be outsourced
‒ Alternative project delivery methods such as Design-Build (EPC).
‒ Additional insurance coverage and policies to be purchased
‒ Additional warranties to be purchased
‒ Exclusion contract clauses
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A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 4/8
Questions To Ask Before Transferring Risks
A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 5/8
• Contracting/Outsourcing
‒ Hiring someone outside your organization to complete the work when it
would decrease risk.
‒ This is dealt with in detail in “Procurement Management”.
34
A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 6/8
Contract Type Vs. Risk Allocation
Scope v. little partial complete
A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 7/8
• Insurance
‒ A response to certain risks such as fire, property or personal injury is to
purchase insurance.
‒ Insurance exchanges an unknown risk for a known risk because the
consequences of the risk are known.
• Insurance Documents Required In Construction Contracts
‒ Contractor’s All Risks Policy (CAR) or Erection All Risks Policy (EAR) to
include General Third Party Liability
‒ Construction Plant and Machinery Policy to include all equipment at
various areas
‒ Workmen’s Compensation Insurance on Staff in accordance with
statutory Workmen’s Compensation ordinance.
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A. STRATEGIES FOR
NEGATIVE RISKS OR THREATS 8/8
• Transference Accept
Exploit + Enhance
RISK RISK
Share RISK RISK Ignore/
Accept
Enhance
Exploit +
Ignore
EFFECT EFFECT EFFECT EFFECT
36
B. STRATEGIES FOR POSITIVE RISKS OR
OPPORTUNITIES 1/4
Exploit/Pursue (Instead Of Avoidance)
• Seeks to eliminate the uncertainty associated with a particular risk by
making the opportunity happen.
• For instance, if a positive risk of finishing the project early is identified,
then adding enough people to ensure that the project is completed early
would be an example of exploiting the risk.
Exploit/ Pursue Actions
• Value Engineering and Life Cycle Costing.
• Pre-defined supplier
• Adding bonus clauses for early project completion
Share Actions
• Alternative project delivery methods that will allow share of revenue: BOOT, BOO,
etc.
• Assign independent project management firm to fast track project delivery.
• Including savings share clause in contractor’s agreements.
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B. STRATEGIES FOR POSITIVE RISKS OR
OPPORTUNITIES 3/4
Enhance (instead of Mitigation)
• Modify the “size” of an opportunity by increasing probability (likelihood)
and/or positive impacts (consequences), and by identifying and maximizing
key drivers of these positive-impact risks.
• Requires that you understand the underlying cause(s) of the risk. By
working to influence the underlying risk triggers, you can increase the
likelihood of the risk occurring.
Enhance Actions
• Requesting multiple offers for expanding project scope.
38
11.5 TOOLS & TECHNIQUES –
3. Contingent Response Strategies
• Some responses are designed for use only if certain events occur.
CONTROL RISK
WHAT HAPPENS IN MONITOR AND CONTROL RISK?
• Identify, analyze & plan for new or changed risks
• keep track of the identified risks and those on the watch list
• reanalyze existing risks
• Monitor trigger conditions for contingency plan
• Monitor residual & secondary risks
• Review the execution of risk responses while evaluating their
effectiveness.
• Monitor & Control Risk process applies techniques, such as variance
and trend analysis, which require the use of performance data
generated during project execution
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CONTROL RISK
Other purposes of Monitor & Control Risk are to determine if:
• Mid-course correction needed to handle the risk appropriately Project
assumptions are still valid
• Risk, as assessed, has changed from its prior state, with analysis of trends
• Proper risk management policies & procedures are being followed
• Contingency reserves of cost or schedule should be modified in line with
the risk of the project
• Monitor & Control Risk can involve choosing alternative strategies,
executing a contingency or fallback plan, taking corrective action &
modifying the project management plan
• Receive periodic reports from risk response owner on the effectiveness of
the plan, and any unanticipated effects.
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INPUTS OUTPUTS
• Risk management plan
• Work performance information
• Risk register
• Change Requests
• Work performance data
• Project management plan updates
• Work Performance reports
• Project document updates
• Organizational process assets updates
40
11.6 TOOLS & TECHNIQUES –
1. Risk Reassessment
41
11.6 TOOLS & TECHNIQUES –
3. Variance and Trend Analysis
• Many control processes employ variance analysis to compare the
planned results to the actual results. For the purposes of monitoring
and controlling risk events, trends in the project’s execution should be
reviewed using performance information. Earned value analysis
(Section 7.3) and other methods of project variance and trend analysis
may be used for monitoring overall project performance. Outcomes
from these analyses may forecast potential deviation of the project at
completion from cost and schedule targets. Deviation from the
baseline plan may indicate the potential impact of threats or
opportunities.
42
11.6 TOOLS & TECHNIQUES –
5. Reserve Analysis
• The amount of time required for that item will vary, depending upon
the risks that have been identified, their priority, and difficulty of
response.
• Frequent discussions about risk makes it more likely that people will
identify risks and opportunities.
43
12. Project Procurement Management
1
PROJECT PROCUREMENT MANAGEMENT
Contracts 1/2
• Contracts are formal. Also named as Agreements, Subcontracts, or Purchase
orders.
• Letters of intent are not considered as Contract.
• Contract is defined as an agreement between competent (equal) parties, for
valid (effective, well-grounded, logical and producing desired results )
consideration, to accomplish a lawful purpose with clearly defined terms.
• Contracts are a method of transferring risk for a fees (a strategy used in Risk
Response Planning)
• If internal to the Project Team’s organization, a non-contractual formal
agreement is prepared in form of a MOU(memo-random of understanding) with
other departments.
• PM team should prepare a tailor-made contract based on specific project needs.
• PM must know the contents of the contract & the purpose. PM must be
assigned before a contract is signed.
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CENTRALIZED & DECENTRALIZED
CONTRACTING
Centralized contracting: there is a procurement department. Procurement manger may handle
procurements on many projects. The project manager contacts the department when he asks
questions.
Advantages Disadvantages
Higher level of expertise. Procurement manager may work in many project.
Improving training & shared lessons. Difficult for PM to obtain contracting help when he
Improving understanding. needed.
clearly defined career in procurement profession.
Decentralized contracting: procurement manager is assigned to one project full time and reports
directly to the project manager. PM has an availability and authority.
Advantages Disadvantages
PM has easier access cause the procurement No home for procurement manager after the end.
manages is a member of team. No high level of contracting expertise cause there is no
Procurement manager has more loyalty to the department.
project. Little standardization of procurement practices.
No career path as a procurement management in
company
PROCUREMENT PROCESSES
Monitoring and
Planning Executing Closing
controlling
12.1
12.2 12.3 12.4
Plan
Procurements Conduct Control Close
Procurements Procurements Procurements
Management
3
PROJECT PROCUREMENT MANAGEMENT
PROCUREMENT PROCESS DEFINITIONS
12.1 Plan Procurements Management
• Make a Procurement Management Plan: that defines What, When & How to buy goods
and services for the Project. Then, prepare SOW defining the purchase needs.
12.2 Conduct Procurements
• Document the requirements (for products, services & results from outside the project
organization)
• Identify potential Sellers
12.3 Control Procurements
• Obtain Information, Quotes, Bids, Offers or Proposals
• Review the Offers; Select the best out of the potential Sellers;
• Negotiate a written Contract.
• Manage the Contract & contract changes; the relationships between Buyer/Seller.
• Review & document the Seller performance.
• Manage contractual relationship with outside Buyer of the Project.
12.4 Close Procurements
• Complete & settle each contract
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INPUTS
•
•
Project management plan
Requirements documentation
OUTPUTS
• Risk register • Procurement management plan
• Activity resource requirements • Procurement statements of work
• Project schedule • Procurement documents
• Activity cost estimates • Source selection criteria
• Stakeholder register • Make-or-buy decisions
• Enterprise environmental factors • Change requests
• Organizational process assets • Project documents updates
4
The procurement management plan can include guidance for:
• Types of contracts to be used;
• Risk management issues;
• Whether independent estimates will be used and if they are needed as
evaluation criteria;
• Those actions the project management team can take unilaterally (single),
if the performing organization has a prescribed procurement, contracting,
or purchasing department;
• Standardized procurement documents, if they are needed;
• Managing multiple suppliers;
• Coordinating procurement with other project aspects, such as scheduling
and performance reporting;
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12.1 OUTPUTS –
1. Procurement Management Plan 2/3
Any constraints and assumptions that could affect planned
procurements;
• Handling the required lead times to purchase items from sellers and
coordinating them with the project schedule development;
• Handling the make-or-buy decisions and linking them into the Estimate
Activity Resource and Develop Schedule processes;
• Setting the scheduled dates in each contract for the contract deliverables
and coordinating with the schedule development and control processes;
• Identifying requirements for performance bonds or insurance contracts to
mitigate some forms of project risk;
5
12.1 OUTPUTS –
1. Procurement Management Plan 3/3
• Establishing the direction to be provided to the sellers on developing and
maintaining a work breakdown structure (WBS);
• Establishing the form and format to be used for the procurement/contract
statements of work;
• Identifying pre-qualified sellers, if any, to be used; and
• Procurement metrics to be used to manage contracts and evaluate sellers.
• A procurement management plan can be formal or informal, can be highly
detailed or in simple form .
• Broadly (obviousness) framed, and is based upon the needs of each project.
The procurement management plan is a subsidiary component of the
project management plan (Section 4.2.3.1).
12.1 OUTPUTS –
2. Procurement Statements of Work 1/3
The statement of work (SOW) for each procurement is developed from
the project scope baseline and defines only that portion of the project
scope that is to be included within the related contract.
It must describe all the work and activities the seller is required to
complete. It is a part of contract.
6
12.1 OUTPUTS –
2. Procurement Statements of Work 2/3
• The procurement SOW is written to be clear, complete, and concise.
• It includes a description of any collateral services required, such as
performance reporting or post-project operational support for the
procured item.
• In some application areas, there are specific content and format
requirements for a procurement SOW.
• Each individual procurement item requires a SOW.
• However, multiple products or services can be grouped as one
procurement item within a single SOW.
• The procurement SOW can be revised and refined as required as it moves
through the procurement process until incorporated into a signed
contract award.
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12.1 OUTPUTS –
2. Procurement Statements of Work 3/3
Types of Procurement Statements of Work :
There are many types of procurement statements of work. Your choice will depend on the
nature of the work and the type of industry.
• Performance: This type conveys what the final product should be able to
accomplish, rather than how it should be built or what its design characteristics
should be (e.g., "I want a car that will go zero to 120 kilometers per hour in 4.2
seconds").
• Functional :This type conveys the end purpose or result, rather than specific
procedures, etc. It is to be used in the performance of the work and may also
include a statement of the minimum essential characteristics of the product (e.g.,
"I want a car with 23 cup holders" [OK, why can't I try to be funny?]).
• Design: This type conveys precisely what work is to be done (e.g., "Build it exactly
as shown on these drawings").
7
12.1 OUTPUTS –
3. Procurement Documents
Procurement documents are used to solicit proposals from prospective sellers.
Common terms are in use for different types of procurement documents and
may include:
• Request for information (RFI) طلب كتالوج
• Request for proposal (RFP) بيان عرض مقترحات
• Request for quotes (RFQ) طلب عرض أسعار
• Invitation for bid (IFB) دعوة لتقديم العطاء
• Invitation for negotiation (IFN) ممارسة
• And Seller initial response الرد المبدئي
Specific procurement terminology used may vary by industry and location of the
procurement.
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12.1 OUTPUTS –
4. Source Selection Criteria 1/3
• Are often included as a part of the procurement solicitation documents.
• Developed and used to rate or score seller proposals, and can be objective or
subjective.
• Selection criteria can be limited to purchase price if the procurement item is readily
available from a number of acceptable sellers. Purchase price in this context
includes both the cost of the item and all ancillary (additional) expenses such as
delivery.
• Other selection criteria can be identified and documented to support an assessment
for more complex products, services, or results. Some examples are shown below.
• Understanding of need. How well does the seller’s proposal address the
procurement statement of work?
• Overall or life-cycle cost. Will the selected seller produce the lowest total cost of
ownership (purchase cost plus operating cost)?
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12.1 OUTPUTS –
4. Source Selection Criteria 2/3
• Technical capability. Does the seller have, or can the seller be reasonably expected
to acquire, the technical skills and knowledge needed?
• Risk. How much risk is embedded in the statement of work, how much risk will be
assigned to the selected seller and how does the seller mitigate risk?
• Management approach. Does the seller have, or can the seller be reasonably
expected to develop, management processes and procedures to ensure a
successful project?
• Technical approach. Do the seller’s proposed technical methodologies, techniques,
solutions, and services meet the procurement documents requirements or are they
likely to provide more or less than the expected results?
• Warranty. What does the seller propose to warrant for the final product, and
through what time period?
• Financial capacity. Does the seller have, or can the seller reasonably be expected to
obtain, the necessary financial resources?
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12.1 OUTPUTS –
4. Source Selection Criteria 3/3
• Production capacity and interest. Does the seller have the capacity and interest to
meet potential future requirements?
• Business size and type. Does the seller’s enterprise meet a specific category of
business such as small, women-owned, or disadvantaged small business, as defined
by the buyer or established by governmental agency and set forth as a condition of
the contract award?
• Past performance of sellers. What has been the past experience with selected
sellers?
• References. Can the seller provide references from prior customers verifying the
seller’s work experience and compliance with contractual requirements?
• Intellectual property rights. Does the seller assert intellectual property rights in the
work processes or services they will use or in the products they will produce for the
project?
9
12.1 OUTPUTS –
5. Make-or-Buy Decisions
• Make-or-buy decisions document the conclusions reached regarding
what project products, services, or results will be acquired from
outside the project organization, or will be performed internally by
the project team.
• This may also include decisions to require insurance policies or
performance bond contracts to address some of the identified risks.
• The make-or-buy decisions document can be as simple as a listing
that includes a short justification for the decisions.
• These decisions can be altered (changed) as subsequent procurement
activities indicate a requirement for a different approach.
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12.1 INPUTS – Organizational Process Assets
Contracts Types
• All legal contractual relationships generally fall into one of two broad
families,
‒ Fixed price
‒ Cost reimbursable
• The more popular of the contract types in use are discussed below as
discrete types, but in practice it is not unusual to combine one or
more types into a single procurement.
11
FIXED PRICE CONTRACTS (LUMP SUM) 2/4
‒ The price is fixed, with an incentive fee for meeting a target specified in
the contract, (such as finishing the work ahead of schedule)
12
FIXED PRICE CONTRACTS (LUMP SUM) 4/4
• Fixed Price Economic Price Adjustment (FPEPA)
‒ If there is a question about future prices for multi year contract then
Fixed price with prospective price redetermination.
‒ Popular in cases where fluctuations in the exchange or interest rates
may impact the project
‒ An economic stipulation (condition) may be included to protect the
seller or the buyer - based on the interest rate, the consumer price
index, cost of living adjustments, currency exchange rates, or other
indices.
‒ Allows for price increases if the contract is for multiple years. (e.g. To
account for inflation).
Purchase order: is the simplest of FP contracts on party sign.
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COST REIMBURSABLE CONTRACTS 2/4
• Cost contract: contract = cost (there is no profit)
• Cost Plus Percentage Of Costs (CPPC) = Cost plus fee (CPF) :
‒ Not preferred(not allowed in U.S) because there is no incentive for seller
to control costs.
‒ e.g.: contract = cost + 10% of costs as fee.
• Cost Plus Fixed Fee (CPFF):
– Cost may vary but the fee remains firm.
– Provides incentive to the contractor for quick completion of the job.
– The seller passes the cost back to the buyer and receives an additional
fixed fee upon completion of the project.
– e.g.: contract = Cost + 100.000 (fixed fee).
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COST REIMBURSABLE CONTRACTS 4/4
• Cost Plus Incentive Fee (CPIF) :
– A cost plus incentive fee contract provides for the seller to be paid for
actual costs plus a fee that will be adjusted based on whether the specific
performance objectives stated in the contract are met.
– Same as cost plus contracts, except they have provision for adjustment of
the fee that compares the total project cost to the target cost.
– The seller then gets a percentage of the savings if the actual costs are less
than the target costs or shares the cost overrun with the seller.
– The ratio will be expressed (if not mentioned) as buyer/seller e.g. 80/20 .
– Usually used for long term (e.g. R&D) contracts.
– The seller passes the cost back to the buyer and gets an incentive fee for
meeting a target (usually tied back to keeping costs low) specified in the
contract.
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TIME AND MATERIAL (T&M) CONTRACTS
(UNIT PRICE)
• In a time and materials contract, the seller charges for time plus the cost of any
materials needed to complete the work.
• It has elements of a fixed price contract (in the fixed price per hour) and a cost
reimbursable contract (in the material costs and the fact that the total cost is
unknown).
• The seller's profit is built into the rate, so they have no incentive to get the work
done quickly or efficiently,
• For these reasons, this type of contract is best used for work valued at small dollar
amounts and lasting a short amount of time.
• To make sure the costs do not become higher than budgeted, the buyer may put a
"Not to Exceed" clause in the contract and thus limit the total cost they are
required to pay.
• With a time and material contract, the buyer has a medium amount of cost risk
compared with cost reimbursable and fixed price contracts.
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CONTRACT TYPE SELECTION
Cost Time and
Fixed Price
Reimbursable Material
Definition of Well Defined Not well defined Not well defined
product
Risk of buyer Low High High
Type of Fixed total price Payment for actual Unit rates for
costs + a fee for seller payment fixed, but
payment
profit the cost increases
with time
17
QUESTION
You are trying to decide whether to lease or buy an item for your project, the daily
lease cost is $120. To purchase the item, the investment cost is $1,000 and the daily
cost is $20. How long will it take for the lease cost to be the same as the purchase
cost?
Answer : Let D equal the number of days when the purchase and lease costs are equal.
$120D = $1,000 + $20D
$120D - $20D = $1,000
$100D = $1,000 then D= 10
This calculation helps a project manager decide whether it is better to lease or buy.
The calculation says that the costs are the same after 10 days. Therefore, if you are
planning to use the item for fewer than 10 days, you should lease. If you are planning
to use it for more than 10 days, it would be cheaper to buy the item. These costs are
then included in the project cost estimate
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CONDUCT PROCUREMENTS
WHAT HAPPENS IN CONDUCT PROCUREMENTS?
Conduct Procurements is the process of obtaining Seller responses, selecting a seller, and
awarding a contract
In this process, the team will receive bids or proposals and will apply previously defined
selection criteria to select one or more sellers who are qualified to perform the work and
acceptable as a seller.
On major procurement items, overall process of requesting responses from sellers and
evaluating those responses can be repeated.
A short list of qualified sellers can be established based on a preliminary proposal. A more
detailed evaluation can then be conducted based on a more specific and comprehensive
requirements document requested from the sellers on the short list. In addition, tools and
techniques described here can be used alone or in combination to select sellers.
For example, a weighting system can be used to:
• Select a single seller that will be asked to sign a standard contract, and
• Establish a negotiating sequence by ranking all proposals by the weighted
• Evaluation scores assigned to each proposal.
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CONDUCT PROCUREMENTS1
WHAT HAPPENS IN CONDUCT PROCUREMENTS?
This process allows buyer to maintain the integrity of proc. Process and
make sellers are bidding or proposing on the same risk.
It is an opportunity for the buyer to discover anything missing in the
procurement documents.
The project manager must watch out for in a bidder conference.
• Collusion.
• Sellers not asking question in front of competition.
• Make sure all answers & questions are put in writing and all sellers by
addenda to procurement documents.
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12.2 CONDUCT PROCUREMENTS
TOOLS & TECHNIQUES
• Bidder conferences
• Proposal evaluation techniques
• Independent estimates
• Expert judgement
• Advertising
• Analytical techniques
• Procurement negotiations
INPUTS
• Procurement management plan
• Procurement documents OUTPUTS
• Source selection criteria • Selected sellers
• Seller proposals • Procurement contract award
• Project documents • Resource calendars
• Make-or-buy decisions • Change requests
• Procurement statement of work • Project Mgmt. Plan (updates)
• Organizational process assets • Project document (updates)
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12.2 OUTPUTS –
1. Selected sellers
The sellers selected are those sellers who have been judged to be in a
competitive range.
Based upon the outcome of the proposal or bid evaluation, and who
have negotiated a draft contract that will become the actual contract
when an award is made.
20
12.2 OUTPUTS –
2. Agreements
• An agreement can also be called an understanding, a contract, a
subcontract, or a purchase order
• The contract can be in the form of simple purchase order or a
complex document.
• Regardless of the document’s complexity, a contract is a mutually
binding legal agreement that obligates the seller to provide the
specified products, services, or results, and obligates the buyer to
compensate the seller.
• A contract is a legal relationship subject to remedy (legal way) in the
courts.
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12.2 OUTPUTS –
3. Resource Calendars
12.2 INPUTS –
1. Source Selection Criteria
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12.2 INPUTS –
2. Seller Proposals
• Seller proposal (or price quote or bid):
12.2 TOOLS&TECHNIQUES –
1. Bidder Conferences
• Bidder conferences (sometimes called contractor conferences, vendor
conferences, and pre-bid conferences)
• Bidder conferences are meetings with all prospective sellers and buyers
prior to submittal of a bid or proposal.
• They are used to ensure that all prospective sellers have a clear and
common understanding of the procurement (both technical and contractual
requirements), and that no bidders receive preferential treatment.
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12.2 TOOLS & TECHNIQUES –
2. Proposal Evaluation Techniques
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12.2 TOOLS & TECHNIQUES –
4. Expert Judgment
• Expert judgment may be used in evaluating seller proposals.
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12.2 TOOLS & TECHNIQUES –
6. Procurement Negotiations
• Negotiations clarify the structure, requirements and other terms of the purchases so
that mutual agreement can be reached prior to signing the contract.
• Final contract language reflects all agreements reached.
• Subjects covered should include responsibilities, authority to make changes,
applicable terms and governing law, technical, and business management
approaches, proprietary rights, contract financing, technical solutions, overall
schedule, payments, and price.
• Negotiations conclude with a contract document that can be executed by both buyer
and seller.
• For complex procurement items, contract negotiation can be an independent
process with inputs (e.g., issues or an open items listing) and outputs (e.g.,
documented decisions) of its own.
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CONTROL PROCUREMENTS
• Both the buyer and the seller will administer the procurement
contract for similar purposes.
26
CONTROL PROCUREMENTS
• The Control Procurements process ensures that the seller’s performance
meets procurement requirements and that the buyer performs according to
the terms of the legal contract.
• The legal nature of the contractual relationship makes it imperative
(essential) that the project management team is aware of the legal
implications (included) of actions taken when administering any
procurement.
• Due to varying org. structures, many organizations treat Control contract as
an administrative function separate from the project organization.
• While a procurement Controller may be on the project team, this individual
typically reports to a supervisor from a different department.
• This is usually true if the performing organization is also the seller of the
project to an external customer.
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INPUTS OUTPUTS
• Project management plan
• Work performance information
• Procurement documents
• Procurement documentation
• Agreements • Organizational process assets
• Approved change requests updates
• Work Performance reports • Change requests
• Work performance data • Project management plan updates
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12.3 OUTPUTS –
1. Procurement Documentation
• Procurement documentation includes, but is not limited to:
– The procurement contract with all supporting schedules,
– Requested unapproved contract changes,
– and Approved change requests.
12.3 OUTPUTS –
2. Organization Process Assets updates
• Elements of the organizational process assets that may be updated
include, but are not limited to:
– Correspondence. Contract terms and conditions often require written
documentation of certain aspects of buyer/seller communications, such
as the need for warnings of unsatisfactory performance and requests for
contract changes or clarification.
– Payment schedules and requests. All payments should be made in
accordance with the procurement contract terms and conditions.
– Seller performance evaluation documentation. Seller performance
evaluation documentation is prepared by the buyer.
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12.3 OUTPUTS –
3. Project Management Plan updates
• Elements of the project management plan that may be updated
include, but are not limited to:
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12.3 TOOLS & TECHNIQUES –
2. Procurement Performance Reviews
• A procurement performance review is a structured review of the seller’s
progress to deliver project scope and quality, within cost and on schedule,
as compared to the contract.
• It can include a review of seller-prepared documentation and buyer
inspections, as well as quality audits conducted during seller’s execution of
the work.
• The objective of a performance review is to identify performance successes
or failures, progress with respect to the procurement statement of work,
and contract non-compliance, which allow the buyer to quantify the seller’s
demonstrated ability or inability to perform work.
• Such reviews may take place as a part of project status reviews which would
include key suppliers.
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12.3 TOOLS & TECHNIQUES –
4. Performance Reporting
31
12.3 TOOLS & TECHNIQUES –
6. Claims Administration
• Contested (discussed) changes and potential constructive changes are
those requested changes where the buyer and seller cannot reach an
agreement on compensation for the change, or cannot agree that a
change has occurred. These contested changes are variously called
claims, disputes, or appeals.
• Claims are documented, processed, monitored, and managed
throughout the contract life cycle, usually in accordance with the terms
of the contract.
• If the parties themselves do not resolve a claim it may have to be
handled in accordance with alternative dispute resolution (ADR)
typically following procedures established in the contract. Settlement of
all claims and disputes through negotiation is the preferred method.
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CLOSE PROCUREMENTS
WHAT HAPPENS IN CLOSE PROCUREMENTS?
Close procurements process supports the close project process
Verifies that all work and deliverables were acceptable.
Administrative activities, such as update records to reflect final results and
archive them for future use.
In multi-phase projects, the terms of a contract may only apply to a given
phase of the project.
Unresolved claims may be subject to litigation after close procurements.
Contract terms & conditions can prescribe specific procedures for close
procurements.
Early termination of a contract is a special case of close procurements & can
happen when the buyer & seller mutually agree or when there's contract
default
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OUTPUTS
INPUTS • Closed procurements
• Procurement management plan • Organizational process assets
• Procurement documents • updates
33
12.4 OUTPUTS –
1. Closed Procurements
12.4 OUTPUTS –
2. Organizational Process Asset (updates)
• Elements of the organizational process assets that may be updated
include, but are not limited to:
– Procurement file. A complete set of indexed contract documentation,
including the closed contract, is prepared for inclusion with the final
project files.
– Deliverable acceptance. The buyer, usually through its authorized
procurement administrator, provides the seller with formal written
notice that the deliverables have been accepted or rejected.
Requirements for formal deliverable acceptance, and how to address
non-conforming deliverables, are usually defined in the contract.
– Lessons learned documentation. Lessons learned, what has been
experienced, and process improvement recommendations should be
developed for the project file to improve future procurements.
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12.4 INPUTS –
1. Procurement Documents
• To close the contract, all procurement documents is collected,
indexed, and filed.
35
12.4 TOOLS & TECHNIQUES –
2. Procurement Negotiations
• In all procurement relationships the final equitable settlement of all
outstanding issues, claims, and disputes by negotiation is a primary
goal.
• When all else fails, litigation in the courts is the least desirable
option.
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TERMS MUST BE KNOWN 2/5
• Special provisions (special conditions): p.m reads & understand standard
terms and conditions to determine what need and added, changed or
removed from the standard provisions. Any addition changes can be a result
of:
– Risk analysis
– The requirements of the project.
– The types of project.
– Administrative, legal or business.
• Privity: means a contractual relationship. Company (A) hires company (B),
company (B) hires company (C) then company (A) can talk to company (C) if
there is a privity.
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TERMS MUST BE KNOWN 4/5
• Noncompetitive forms: may saving time compared with competitive form
by not having to go through procurement process before bids are received,
you must to spend time in negotiations after proposal or bid is received to
finalize the contract.
• Presentations: it is a formal meeting of the buyer's team & seller's team. It
is used in cost reimbursable contracts. But they can be used in other
situation (working prime importance).
• Cost : This is how much an item costs the seller to create, develop, or
purchase. A buyer's costs can be a seller's revenue (and profits)
• Price : the amount the seller charges the buyer.
• Profit (fee): this is planned into the price the seller provides the buyer.
Sellers usually have an acceptable profit margin in mind.
• Target price : This term is often used to compare the end result of the
project with what was expected (the target price). It is a measure of
success. Target cost + Target fee = Target price.
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NEGOTIATION
NEGOTIATION
• Negotiations: are not usually need in fixed price contracts cause the
scope is completed and the lower price is selected.
– If it need for cover only parts of the proposed contract.
– CR & T.M contracts used negotiations.
39
NEGOTIATION
• Objectives
– Minimize risks
– Maintain options
ITEMS TO NEGOTIATE
• Main items on a contract to negotiate ( in order ):
– Scope
– Schedule
– Price
• Things that need to be negotiated:
– Responsibilities
– Authority
– Applicable law for legal actions and arbitration
– Project management process to be used.
– Payments schedule.
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GUIDELINES FOR SUCCESSFUL NEGOTIATIONS
NEGOTIATION PREPARATION
• Financial
– Minimal acceptable financial position given the schedule and
deliverables
– Target financial position
– Maximum (opening) financial position
– Proposal team uses during negotiation the min, max and target as
reference points
• Explore various positions
• Explore trade-offs
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NEGOTIATION TACTICS 1/4
• Deadline Tactic
– Other party does not have to accept deadline, but often does
• Surprise
– One party springs information such as a price change on the other party
• Missing Man
– A party may claim that the person with final authority is absent. The
"missing man" technique may also be used when the party does not
have the information asked for by the other party.
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NEGOTIATION TACTICS 3/4
• Strategic Delays
– Useful when tempers are beginning to flare, a team member is going
astray, to divert from a subject, etc.
– Examples of delays: arrival of refreshments, request for recess, etc.
• Reasoning together
– Collaborating to work the problems out to the benefit of all
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13. Project Stakeholder Management
STAKEHOLDER PROCESSES
Monitoring
Initiation Planning Executing
and controlling
INPUTS
Project charter
OUTPUTS
Stakeholder register
Procurement documents
Enterprise environmental factors
Organizational process assets
1. IDENTIFY STAKEHOLDERS
13.1 OUTPUTS –
1. Stakeholder Register
• This contains all details related to the identified stakeholders
including, but not limited to:
– Identification information: Name, organizational position, location, role
in the project, contact information;
– Assessment information: Major requirements, main expectations,
potential influence in the project, phase in the lifecycle with the most
interest; and
– Stakeholder classification: Internal / external, supporter / neutral /
resistor, etc.
13.1 INPUTS –
2. Procurement Documents
13.1 INPUTS –
4. Organizational Process Assets
Power/Interest Grid
INPUTS OUTPUTS
Project management plan Stakeholder management plan
Stakeholder register Project documents updates
Enterprise environmental factors
Organizational process assets
where C indicates the current engagement, and D indicates the desired engagement.
• The project team needs to identify the desired engagement level for
the current phase of the project, based on available information.
• The example shows that stakeholder 3 is at the desired engagement
level, while stakeholders
• 1 and 2 require further communications and additional actions to
move them to the desired level of engagement.
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INPUTS OUTPUTS
Stakeholder management plan Issue log
Change requests
Communications management plan
Project management plan updates
Change log Project documents updates
Organizational process assets Organizational process assets
updates
13.3 OUTPUTS –
1. Issue log
• This log is updated as new issues are identified and current issues are
resolved.
13.3 INPUTS –
1. Communications Management Plan
• The communications management plan provides guidance and
information on managing stakeholder expectations.
• The information used includes, but is not limited to:
– Stakeholder communications requirements;
– Escalation process.
• These changes and their impact on the project in terms of time, cost,
and risk are communicated to the appropriate stakeholders.
• For example:
– Building trust,
– Resolving conflict,
INPUTS OUTPUTS
Project management plan
Work performance information
Issue log
Change requests
Work performance data
Project management plan updates
Project documents
Project documents updates
Organizational process assets updates
• The key benefit of this process is that it will maintain or increase the
efficiency and effectiveness of stakeholder engagement activities as
the project evolves and its environment changes.
13.4OUTPUTS –
2.Organizational Process Assets Updates
The organizational process assets, which may be updated include, but
are not limited to:
• Stakeholder notifications.
• Project reports.
• Project presentations.
• Project records: include correspondence, memos, meeting minutes, and
other documents describing the project.
• Feedback from stakeholders.
• Lessons learned documentation: includes the root cause analysis of issues
faced, reasoning behind the corrective action chosen, and other types of
lessons learned about stakeholder management. Lessons learned are
documented and distributed so that they become part of the historical
database for both the project and the performing organization.
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1
PMI’s Philosophy of Professional
Responsibility 2/2
• The PMP is expected to be professional, and that means
following the processes outlined in the PMBOK Guide.
Objectives
2
Relationship to PMBOK
• Indirect relationship
Example 1
• You were part of a team that worked with Harry, one of the
company’s most popular and successful project managers, for
several years. Harry was well respected and had earned a
stellar reputation throughout the company and the industry
as a man of great expertise and integrity. When Harry left the
company to work for one of your major competitors, people
were shocked but recovered quickly.
3
Example 1 (Cont.)
Example 1 (Answer)
B. Not send him the update; invite him to the office where he
can review it in your cubicle.
D. Not send him the update; he does not have a legitimate need
to know the contents of the document.
4
Example 2
• You have reviewed the schedule and have discovered that the
project is going to be later than originally communicated. Your
boss has asked you not to tell this to your customer even
though he agrees that there is no way to shorten the
schedule. You have an upcoming status meeting with the
customer later on that same day. What should you do?
Example 2 (Answer)
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Example 3
Example 3 (Answer)
6
Example 4
Example 4 (Answer)
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Example 5
Example 5 (Answer)
B. Ignore the offer and evaluate the bids as if this has not
happened.
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Example 6
Example 6 (Cont.)
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Example 6 (Answer)
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