Assignments

Goal: PMP certification

Trainer: Mr. Shahid Nasser

Institute: IT Height

Student: Muneeb Shahzad Butt

Book: PMBOK 5 th Edition

24.1.2017, 29.1.2017,12.2.2017

Introduction of training:-
This training which will be conducted during next 6 weeks will be comprises of 12 lecturer of 3.5 hours
and have two main objectives

a)- To understand the professional project management

b) - Preparation for PMP certification.

Main source of knowledge will be PMBOK 5th edition by PMI and lectures in class.
  Table of Content

o Assignment # 1 ( Notes for Chapter # 1)

o Assignment # 2 ( Notes for Chapter # 2 & 3 )
o Assignment # 3 ( Notes for Chapter # 4 & 5 )

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Chapter # 1 (Introduction)
 A project is a temporary endeavor with a start and end date having specific goal to create a

unique outcome (product, service, improvement in existing product and services, or a result).

 Operation is day to day or routine work with similar result/product.

 Management is “Art of getting things done through other peoples.

 Project Management is application of knowledge, skills, tools and techniques to achieve

results.

 Project management is accomplished through the appropriate application and integration of

the 47 logically grouped project management processes, which are categorized into five
Process Groups and 10 knowledge areas. These groups are :
Initiating, Planning, Executing, Monitoring & Controlling, Closing.

 A program is defined as a group of related projects managed in a coordinated way to obtain

benefits not available from managing them individually.

 A portfolio includes projects, programs and operational works to achieve long term or
strategic business goals. Portfolio of the company is managed by PMO (project Management
office)

 PMO is a department which act as governing body to centralize the management of the
projects to manage the interdependencies of the project amongst each other by prioritizing
projects and monitoring compliance. There are three types of PMO like :

 Supportive type of PMO with low degree of control act as consultative role by providing
policies, procedures, templates and lesson learned from other project.

 Controlling type of PMO with moderate degree of control provides trainings on project
management & project management software in addition to policies, procedures, templates
and lesson learned from other project

 Directive type of PMO having High level of control on projects by directly involvement in the
management of projects

 PROJECT MANAGER: Key attributes of a project manager are

a)- Skills ( project oriented)

b) - knowledge (product oriented)
c) - Interpersonal skill/Soft skills

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 Interpersonal skills can be described further as communication, problem solving,
negotiation, motivational, leadership, decision making Skills.

Graphical representation of some definitions

Program:

Portfolio

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Chapter # 2 (Organization Influences and Project Life Cycle)
 Following are the Influences which may effect the Projects:

 Organizational Influences: organization is systematic arrangement of entities aimed at

accomplishing a purpose which may involve undertaking of projects.

o Culture and Style of Organization may have strong influence on a project’s ability to
meet its objective. It may have following factors:

 Vision and mission  Working Environment

 Policies  Motivation and rewards
 SOPs  Core Values
o
 Working Hours
o

o Organizational Communications capabilities have great influence on how projects are

conducted. There are two aspects of communication which a project manager should
take care during execution of projects. i.e. communications are either Low context or high
context.

o Organizational Structure is an enterprises environmental factor which can have great

influence on how projects are conducted. There are mainly six types of the organization
structure.

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  Functional Organizational Structure:

Project PM Resources Project Budget PM Administrative

Characteristics Authority Availability manage by role Staff ( PM)
Influence Little or Little or FM Part time Part time
none none

- Staff has to do project work as well as their routine works

 Matrix Organizational Structure:

Balanced Matrix Organization:

Project PM Resources Project Budget PM Administrative

Characteristics Authority Availability manage by role Staff ( PM)

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Influence Moderate Moderate Mixed Full time Part time

- PM with good Product knowledge but less Project management knowledge.

Strong Matrix Organization:

Project PM Resources Project Budget PM Administrative

Characteristics Authority Availability manage by role Staff ( PM)
Influence High High PM Full time Full time

- For resources PM has to coordinate to FM.

Weak Matrix Organization:

Project PM Resources Project Budget PM Administrative

Characteristics Authority Availability manage by role Staff ( PM)

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 Influence Little or Little or FM Part time Part time
none none

- No dedicated PM, Project Coordinator has some power to make decisions.

 Projectized Matrix Organization:

Project PM Resources Project PM Administrative

Characteristics Authority Availability Budget role Staff ( PM)
manage by
Influence Complete High PM Full time Full time

- Project team may not have home all the time

 Composite Matrix Organization:

o Organizational Process Assets (OPA):

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 Organization process assets are the plans, policies, procedures and

knowledge bases specific to and used by the performing organization. They can
be grouped into two categories;

 Processes and procedure like Guide lines, policies, SOPs, Templates, Project

documents.

 Corporate knowledge base like Data bases, Historical information and

lesson learned, project documents.

o Enterprise Environmental factors (EEF):

EEF refer to conditions, not under the control of the project

team, that influence, constrain or direct the project. These can be internal
(organizational) and external as well.

 Internal like Skillset of team, working environment; behavior of team

member, communications policies, weak processes.

 External like Economical, legal, political, geopolitical factors and

availability of resources locally, exchange rate.

 Project Stakeholder influences: Anyone who is connected/linked to project is called

stakeholder. This can be individual, groups or organizations. These are divided in two groups.

 Internal like project manager, Project Team; Sponsor etc.

 External like PMO, CEO, FM, Customer, User, sponsor etc.

o Project Governance enables organization to consistently manage project and maximize

the value of the project outcomes and align the projects with business strategy.

Client
Requirements

Project Goveranance

Company SOPs

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 o Project Success: Success of project can be measured in terms of completing project
within constraints of scope , time, cost , quality, resources and risks approved between
PM and PMO.

 Project Team influences: Project team which has influence on project include PM staff,
Project staff, Supporting experts, User/Client, Vendors, BD etc.

o Composition of project team: project team can be consist of following two types of
personals.

 Dedicated: Team members who are associated with project as full time (full
day). They can be collocated or virtual existing and usually report to PM.

 Part time: Team members who are associated with project as part time (some
hour a day). They can be collocated or virtual existing and usually report to PM.

 Project Life Cycle: Project lifecycle is the series of the phases that a project possess from its
initiation to its closure. The life cycle provides the basic frame work for managing the project,
regardless of the specific work involved.

o Characteristics of the Project life Cycle: All projects can be mapped generically as
 Starting project
 Organizing and preparing
 Carrying out the project work
 Closing the project

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 -Cost and staffing levels across a generic project life cycle.

-Impact of Variable based on project time

o Project Phases: A project phase is collection of logically related project activities that
culminates in the completion of the one or more deliverables. Phases can be linked in
sequential or overlapping relationship.
- Single phase project

- Sequential Relationship phases

- Overlapping relationship

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o There are three major types of life cycle

 Predictive ( Waterfall ) Life Cycle: are ones in which whole project scope , time,
cost required to deliver that scope are determined as early in the project life cycle as

practically possible.

 Iterative and Incremental life Cycle: are ones in which project phases
intentionally repeat one or more project activities as understanding of product increases.
Iteration develops product through a series of repeated cycle while increments
successively add the functionality of product. Large and complex projects are

frequently executed by Iterative fashion. Duration of iteration is considerably long for

this life cycle.

 Adaptive life Cycle are intended to response to high levels of changes and
ongoing stakeholder involvement. Adaptive method are also iterative and incremental

but differ in that iteration are very rapid (usually with 2-4 weeks) and are fixed in time

and cost.

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Chapter # 3 (Project Management Processes)
 Project Management is application of knowledge, skills, tools and techniques to achieve

results.

 Project management is accomplished through the appropriate application and integration of

the 47 logically grouped project management processes, which are categorized into five
Process Groups and 10 knowledge areas. These groups are :
Initiating, Planning, Executing, Monitoring & Controlling, Closing.

 A Process is characterized by its Inputs, the tools and techniques that can be applied, and the
resulting output. A Procedure is defined as detailed series of steps to obtain results.

The project processes are performed by the project team with stakeholder interaction and
generally fall into one two major categories.

o Project Management Processes o Product management processes

 Good Practice  Industry specific

 Applicable across industry  Not useless
 47 Processes  Not mentioned in PMBOK
 Tailoring can be applicable

 Initiating Process group contains 2 processes and performed to define a new project or a
new phase of an existing project by obtaining authorization to start a phase.

 Planning Process group contains 24 processes and performed to establish the Scope of the
project, objectives and define course of action to attain objectives.

 Executing Process group contains 8 processes and performed to complete the Scope of the
project to satisfy the project specifications.

 Monitoring and Controlling Process group contains 11 processes and performed to

track, review and regulate the progress and performance of the project.

 Closing Process group contains 2 processes and performed to formally close the projects.

 Project Information: Throughout the project, a significant amount of data and

information is collected, analyzed, transformed and distributed in various
formats to project stakeholders.

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 o Work performance Data: The raw observations and measurements
identified during activities performed to carry out project.e.g. Percentage of
work physically completed etc.
o Work performance Data: The Performance data collected from various
controlling processes, analyzed in context and integrated based on
relationships across areas. e.g. status of deliverable etc.
o Work performance Data: The physical or Electronic representation of
work performance information compiled in project documents, intended to
generate decisions or raise issues, actions or awareness.

 Role of Knowledge areas: 47 Project Management processes are further grouped

into ten separate knowledge areas. A knowledge area represent a complete set of
concept, terms and activities that make up a project management field.

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Chapter # 4 (Project Integration Management)
 Project Integration Management includes the processes and activities to identify,
define, combine, unify and coordinates the various processes and project management
activities within the project management process Groups.

 Followings processes are included in the project integration management.

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 Develop a Project Charter

Input: Project Input: Input: Enterprise

Input: Input:
Statement of Organization Environmental
work ( SOW) Business Case Agreements process Assests Factor

Tools & Techniques:

*Expert Judgement

*Faciltation Techniques

OutPut: Project Charter

 INPUTS:
o Project Statement of Work (SOW): Project Statement of work is narrative
description of products, services or result to be delivered by the
project. SOW references the followings:
 Business need: Market demand, Technological advance, Legal.
 Product Scope description: Characteristics of Product.
 Strategic Plan: Strategic vision, goals, objectives, High level mission

o Business Case: Business Case describes the necessary information from a

business standpoint to determine whether or not the project is worth
the required investment.

Market Demand Ecological Impacts

Organizational need Customer request
Social need Legal requirements

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o Agreements: Agreements are used to define initial intentions for a
project. Agreements may take the form of contracts, memorandums of
understanding (MOUs), service level agreements (SLA), letter of
agreements, letters of intent, verbal agreements, email, or other
written agreements. Typically, a contract is used when a project is being
performed for an external customer.

o Enterprise Environmental Factors : The enterprise environmental factors

that can influence the Develop Project Charter process include but are
not limited to:

 Governmental standards, industry standards, or regulations:

( Codes of conduct, quality , worker protection standards)
 Organizational culture and structure
 Marketplace conditions.

o Organizational Process Assets: The organizational process assets that

can influence the Develop Project Charter process include, but are not
limited to:
 Organizational standard processes, policies, process definitions

 Templates (e.g., project charter template)

 Historical and lessons learned knowledge base (e.g., projects,

records, and documents; all project closure information and

documentation; information about both the results of previous

project selection decisions and previous project performance

information; and information from the risk management activity).

 Tools and Techniques

o Experts Judgement: Expert judgment is applied to all technical

and management details during this process. Such expertise is
provided by any group or individual with specialized knowledge
or training and is available from many sources, including:

Other Units within organization Subject Matter specialists ( SME)

Consultants Industry Group
Stake Holders Professional associations

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 o Facilitation Techniques: Facilitation techniques includes Brain
storming, Round robin, mind mapping, icebreaking and conflict
resolution.

o Out Put
o Project Charter: Output of the process will be a project charter
which may be comprises of followings :
 Project Name
 Project Description
 Project Manager Name
 Business Case
 High Level of requirements
 High levels of risks
 High levels of communications
 High level of stake holders
 High level of time and cost.

This document will contains the Signature of PM and Sponsor.

 Develop a Project Management Plan : Still to come

 Direct and manage Project Work : Still to come
 Monitor and Control Project Work : Still to come
 Perform Integrated Change Control: Still to come
 Close Project or Phase: Still to come

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Chapter # 5 (Project Scope Management)
 Project Scope Management includes the processes required to ensure that the
project includes all the work required, and only the work required, to complete the
project successfully. Managing the project scope is primarily concerned with
defining and controlling what is and is not included in the project.

 Followings processes are included in the project integration management.

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 Plan Scope Management:

Input: Project Input: Input: Enterprise

Input: Project Organization Environmental
Management
Charter process Assests Factor
Plan

Tools & Techniques:

*Expert Judgement
*Meetings

OutPut: Scope OutPut: Requirement

Management Plan Management Plan

 INPUTS:
o Project Charter: High level of information of project.

o Organizational Process Assets: Templates , Historical and lessons

learned knowledge base

o Enterprise Environmental Factors: Organization’s culture, infrastructure

Personnel administration, Marketplace conditions.

o Project Management Plan: Still to discuss

 Tools & Techniques :

o Experts Judgement: is available from many sources, including:

Other Units within organization Subject Matter specialists ( SME)

Consultants Industry Group
Stake Holders Professional associations

o Meetings: Attendees at these meetings may include the project

manager, the project sponsor, selected project team members,

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 selected stakeholders, anyone with responsibility for any of the
scope management processes.
 OUTPUTS:
o Scope Management Plan: Output of the process will be a Scope
Management Plan which may be comprises of followings :
 Meeting details ( venue , timing, participant, agenda ,
duration)
The scope management plan can be formal or informal, broadly
framed or highly detailed, based on the needs of the project.

o Requirement Management Plan: Output of the process will be a

Requirement Management Plan which may be comprises of
followings :
 How requirements will be planned, tracked, and
reported

 Collect Requirements:

Input: Scope Input: Input:

Input: Project Input: Requirement
Management Stakeholder Stakeholder
Charter Management Plan Management plan
Plan Register

Tools & Techniques:

*Interviews
*Focus groups
*Facilitated workshops
*Group creativity
*Group decision-making
*Questionnaires and surveys
*Observations
*Prototypes
*Benchmarking
*Context diagrams

OutPut: Requirements OutPut: Requirement

Documentation Traceability Matrix

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  INPUTS:
o Project Charter: High level of information of project.

o Scope Management Plan: Types of requirements need to collect.

o Requirement Management Plan: Define & document the requirements

o Stack holder Register: List of Stakeholders

o Stack holder Management Plan: Still to discuss

 Tools & Techniques :

o Interviews: To elicit information from stakeholders by talking to
them directly
o Focus groups: Prequalified stakeholders and subject matter
experts to learn about their expectations
o Facilitated workshops: Facilitated workshops are focused
sessions that bring key stakeholders together to define product
requirements.
o Questionnaires and surveys: Questionnaires and surveys are
written sets of questions designed to quickly accumulate
information from a large number of respondents.
o Observations: Observations provide a direct way of viewing
individuals in their environment and how they perform their jobs
or tasks and carry out processes.
o Prototypes: Prototyping is a method of obtaining early feedback
on requirements by providing a working model of the expected
product before actually building it.
o Benchmarking: Benchmarking involves comparing actual to those
of comparable organizations to identify best practices.
o Context diagrams: It visually depict the product scope by
showing a business system and other systems interact with it.
o Group decision-making: Unanimity: A decision that is reached
whereby everyone agrees on a single course of action
Majority: A decision that is reached with support obtained from
more than 50 % of the members of the group

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 Plurality. A decision that is reached whereby the largest block in a
group decides, even if a majority is not achieved
Dictatorship. In this method, one individual makes the decision for
the group

 OUTPUTS:
o Requirements Documentation : A List which may be comprises
of followings :
 Requirements from Business, stack holders, project.
Requirement assumptions and constraints.

o Requirement Traceability Matrix :It will provides a structure for

tracing the requirement and managing changes to product changes

 Attributes associated with each requirement can be

recorded in the requirements traceability matrix. These
attributes help to define key information about the
requirement. Typical attributes used in the requirements
Traceability matrix may include: a unique identifier, a
textual description of the requirement, the rationale for
inclusion, owner, source, priority, version, current
status.

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 Define Scope:

Input:
Input: Scope Input: Project Input: Requirement
Organization
Management Plan Charter Documentation process Assests

Tools & Techniques:

*Expert Judgement
*Product Analysis
*Facilitated workshops
*Alternative generation

OutPut: Project OutPut: Project

Scope Statement Documents Update

 INPUTS:
o Project Charter: High level of information of project.

o Scope Management Plan: what is and is not included in project

o Requirement Documentations: Selection of requirements included in

project

o Organizational Process Assets: Templates, Historical and lessons

learned knowledge base.

 Tools & Techniques :

o Expert judgment:
o Product analysis: Product analysis includes techniques such as
product breakdown, systems analysis, requirements analysis,
systems engineering, value engineering, and value analysis
o Alternatives generation:
o Facilitated workshops:

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  OUTPUTS:
o Project Scope statement : A Summary which may be comprises
of followings :
 Project Name
 Project Description
 Product Description.
 List of Constraints
 Assumptions
 Milestones-deliverables.

o Product Documents Update : Project documents that may be

updated include, but are not limited to:
 Stakeholder register
 Requirements documentation
 Requirements traceability matrix.

 Create WBS:

Input: Scope Input: Input: Input: Enterprise

Input: Project Scope Environmental
Management Requirement Organization
Statement Factor
Plan Documentation process Assests

Tools & Techniques:

*Expert Judgement
*Decomposition

OutPut: Scope OutPut: Project

Baseline Documents Update

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  INPUTS:
o Scope Management Plan: what is and is not included in project

o Requirement Documentations: Requirements details which define what

need to be done to deliver project and final product.

o Organizational Process Assets: Templates, Historical and lessons

Learned knowledge base.

o Project Scope Statement: It list the work scope and describes the

specific internal and external restriction or limitation which may affect

the execution of project

 Tools & Techniques :

o Decomposition: Decomposition is a technique used for dividing
and subdividing the project scope and project deliverables into
smaller, more manageable parts.
o Expert judgment

 OUTPUTS:
o Scope Baseline: is the approved version of followings :
 Project Scope statement
 WBS
 WBS Dictionary
WBS: is a hierarchical decomposition of the total scope of work to be
carried out in the project. It can describes as
1- To be use to communicate to the stake holders
2- Bird eye view of the project ( nothing should left)
3- Last layer of the WBS called as work package where product
oriented activities starts.

Work Package

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 o Product Documents Update : Project documents that may be
updated include, but are not limited to:
 Requirements documentation

 Validate Scope:

Input: Input: Input: Work

Input: Verified Performance
Requirement Requirement
Deliverables Data
Traceability Matrix Documentation

Tools & Techniques:

*Inspections
*Group decision making

output: Change OutPut: Work

OutPut: Accepted
request performance
deliverable
information

 INPUTS:

o Requirement Traceability Matrix:

o Requirement Documentations: lists all types of requirements for the

project and product, along with their acceptance criteria.

o Verified Deliverables: Verified deliverables are project deliverables that

are completed and checked for correctness through the Control
Quality processes.

o Work Performance Data: Work performance data can include the

degree of compliance with requirements, number of nonconformities,
severity of the nonconformities, or the number of validation cycles
performed in period of time.

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  Tools & Techniques :
o Inspections: Inspection includes activities such as measuring,
examining, and validating to determine whether work and
deliverables meet requirements and product acceptance criteria.
o Group decision making

 OUTPUTS:
o Accepted deliverable: Deliverables that meet the acceptance criteria

are formally signed off and approved by the customer or sponsor.

o Change request: The completed deliverables that have not been

formally accepted are documented, along with the reasons for non-
acceptance of those deliverables. Those deliverables may require a
change request for defect repair.
o Work Performance Information: The Work performance information
includes information about project progress, such as which deliverables
have started, their progress, which deliverables have finished, or which
have been accepted.

 Control Scope:

Input: Input: Input: Work

Input: Project
Organizational Requirement Performance
Mangement Plan
process assests Documentation Data

Tools & Techniques:

*Varaince Analysis

output: Change OutPut: Work

OutPut: Project
request performance
Documents update
information

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  INPUTS:

o Project Management Plan: ----

o Requirement Documentations: lists all types of requirements for the

project and product, along with their acceptance criteria.

o Organizational Process Assets: Templates, Historical and lessons

learned knowledge base.

o Work Performance Data: Work performance data can include the

degree of compliance with requirements, number of nonconformities,
severity of the nonconformities, or the number of validation cycles
performed in period of time.

 Tools & Techniques :

o Variance Analysis: Variance analysis is a technique for determining the
cause and degree of difference between the baseline and actual
performance.

 OUTPUTS:
o Project Documents update : Project documents that may be updated
include, but are not limited to:
 Project Management Plan
 Requirements documentation
 Organizational Process Assets.
 Requirements traceability matrix
o Change request: The completed deliverables that have not been
formally accepted are documented, along with the reasons for non-
acceptance of those deliverables. Those deliverables may require a
change request for defect repair.
o Work Performance Information: The Work performance information
includes information about project progress, such as which deliverables
have started, their progress, which deliverables have finished, or which
have been accepted.

This process helps to control project creep (scope increase by client) and
Gold platting (Scope increase by Project team)

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