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Project Management With PMP Exam Preparation

Agenda

Controlling [Monitor and Control Work]

Controlling [Control Scope]
Controlling [Control Cost]
Controlling [Control Schedule]
Execution [ Manage Project Team ]
Execution [Perform Quality Audit]
Execution [Distribute Information ]
Execution [ Manage Stakeholders Expectations]
Controlling [ Report Performance]
Controlling [ Monitor and Control Risks ]
Execution [ Conduct Procurements ]
Controlling [ Administer Procurements ]

Monitoring and Controlling Project Work

Monitoring and controlling the processes required to
initiate, plan, execute, and close a project to meet

the performance objectives defined in the project

management plan
Changes are inevitable on most projects, so its important to
develop and follow a process to monitor and control changes
Monitoring project work includes collecting, measuring, and
disseminating performance information

Monitor And Control Work

Tools

1. Project

1.Change Requests

Management Plan
2. Performance

Reports
3. EEF

1. Expert Judgment

2.Project Management
plan updates
3.Project document
updates

OPA

Input

Output

Control Scope
controlling changes to the project scope

Involves controlling changes to the project scope

Variance is the diff between planned and actual performance
Goals of scope control are to
influence the factors that cause scope changes

assure changes are processed as per procedures

manage changes when they occur

Control Scope

1.

Project
Management

Tools

Plan
2.

1. Variance analysis

Work
Performance Info

3.

Requirement
documentation

4.

Requirement

1. Work Perform
Measurements
2. Organizational process
assets updates
3. Change Requests
4. Project Management
Plan updates
5. Project document
updates

traceability matrix
5.

OPA

Input

Output

Control Schedule

Controlling changes to the project schedule

Determining the current status of the project schedule

Influencing the factors that create schedule changes
Determining that the project schedule has changed

Managing the actual changes as they occur

Control Schedule

Tools
1. Project
management
plan
2. Project Schedule
3. Work
Performance
Information
4. Organizational
Process Assets

Input

1. Performance
reviews
2. Variance analysis
3. Project
management
software
4. Resource leveling
5. What-if-scenario
analysis
6. Adjusting leads
and lags
7. Scheduling
compression
8. Scheduling Tool

1. Work Performance
measurements
2. Organizational process
assets updates
3. Change requests
4. Project management
plan updates
5. Project document
updates

Output

Control Costs

Influencing the factors that create cost variances and

controlling changes to the project budget

Assuring the potential cost overruns do not exceed the

authorized funding periodically
Monitoring cost performance
Recording changes accurately against the cost baseline
Acting to bring expected cost overruns with acceptable
limits

Control Costs

Tools
1. Project
management Plan
2. Project funding
requirements
3. Work performance
information
4. Organization
process assets

Input

1. Earned value
Management
2. Forecasting
3. To-complete
performance index
(TCPI)
4. Performance
reviews
5. Variance analysis
6. Project
management
Software

1. Work performance
measurements
2. Budget forecasts
3. Organizational process
assets updates
4. Change requests
5. Project Management
plan update
6. Project
documentupdates

Output

Control Cost - Input

Work Performance Information
Deliverables completed and not yet completed
Costs authorized & incurred
Estimates to complete scheduled activities
Percent physically complete of the scheduled activities

Cost Control Tools & Techniques

Forecasting
Earned Value Management

Performance Reviews

Variance analysis
Compares actual performance to planned or expected
performance
Cost & schedule variances most commonly used
Project scope, resource, quality, risk are other areas of
importance
Trend analysis
Performance over time to determine improvement /
deterioration
Earned value technique
Compare planned performance to actual performance

Variance Management [Responses to major/ minor problems

Cost Control - Output

Organizational Process Assets Updates
Lessons learned including root cause of variance,
reasons behind corrective action chosen and other
types of lessons learned from cost, resource or resource
production control
Project Management Plan Updates

Earned Value Management (EVM)

EVM is a project performance measurement technique that

integrates scope, time, and cost data

Given a baseline (original plan plus approved changes), you
can determine how well the project is meeting its goals

You must enter actual information periodically to use EVM

More and more organizations around the world are using
EVM to help control project costs

Earned Value Management Terms

The Planned value (PV), formerly called the budgeted cost of
work scheduled (BCWS), also called the budget, is that
portion of the approved total cost estimate planned to be
spent on an activity during a given period
Actual cost (AC), formerly called actual cost of work
performed (ACWP), is the total of direct and indirect costs
incurred in accomplishing work on an activity during a given
period
The Earned value (EV), formerly called the budgeted cost of
work performed (BCWP), is an estimate of the value of the
physical work actually completed

Earned Value Formulas

Performance Measurement Analysis Formulas in a nut shell
BAC
AC
PV
EV
Formula
CV
SV
CPI
SPI
EAC
ETC
VAC

Budget at completion
Actual Cost
Planned Value
Earned Value

No Formula
No Formula
No Formula
No

Cost Variance
Schedule Variance
Cost Performing Index
Schedule Performing Index
Estimate at completion
Estimate to complete
Variance at completion

EV-AC
EV-PV
EV/AC
EV/PV
BAC/CPI
EAC-AC
BAC-EAC

EVA Example
A $10,000 software project is scheduled for
4 weeks.
At the end of the third week, the project is
50% complete and the actual costs to date
is $9,000
Planned Value (PV) = $7,500
Earned Value (EV) = $5,000
Actual Cost (AC) = $9,000

What is the project health?

Schedule Variance
= EV PV = $5,000 $7,500 = - $2,500
Schedule Performance Index (SPI)
= EV/PV = $5,000 / $7,500 = .66
Cost Variance
= EV AC = $5,000 - $9,000 = - $4,000

Cost Performance Index (CPI)

= EV/AC = $5,000 / $9,000 = .55
Objective metrics indicate the project is behind schedule
and over budget.

Forecasting Costs
If the project continues at the current performance,

what is the true cost of the project?

Estimate At Complete
= Budget At Complete (BAC) / CPI
= $10,000 / .55 = $18,181
At the end of the project, the total project costs will be
$18,181

Manage Project Team

For tracking team member performance, providing
feedback, resolving issues and coordinating changes
After assessing team performance and related information,
the project manager must decide
if changes should be requested to the project

if corrective or preventive actions should be

recommended, or
if updates are needed to the project management plan or
organizational process assets.

Manage Project Team

1. Project Staff
Assignments
2. Project
management Plan
3. Team performance
assessment
4. Performance
Reports
5. Organizational
process assets

Tools

1. Enterprise
environmental factors

1. Observation &
Conversation

2. Project

updates
2. Organizational Process

Assets updates

Performance

3. Change requests

Appraisals

4. Project Mgmt Plan

3. Conflict Mgmt

updates

4. Issue Log

Input

5. Interpersonal skills

Output

Conflict Handling Modes

Confrontation or problem-solving: directly face a conflict

Compromise: use a give-and-take approach
Smoothing: de-emphasize areas of differences and emphasize
areas of agreement
Forcing: the win-lose approach
Withdrawal: retreat or withdraw from an actual or potential

disagreement

Personal Preferences Affect Communication Needs

INTROVERTS [ I ]like more private communications,

while EXTOVERTS [ E ]like to discuss things in public
INTUITIVE [ N ]people like to understand the big picture,
while SENSING [ S ]people need step-by-step details

THINKERS [ T }want to know the logic behind decisions,

while FEELING [ F }people want to know how
something affects them personally
JUDGING [ J ] people are driven to meet deadlines,
while PERCEIVING [ P ]people need more help in developing
and following plans

Wideman and Shenhars Views on MBTI

Most suitable to project leadership:

100%: INTJ, ENTJ, ISTJ, ESTJ
50%: INTP, ENTP, ENFP, ENFJ

Best suited as followers:

100%: INFJ, ISFJ
50%: INTP, ENTP, ENFP, ENFJ, ESFJ

Unsuited to project work:

100% INFP, ISFP, ESFP, ISTP
50%: ENFP, ESTP

Conflict Can Be Good

Conflict often produces important results, such as new ideas,

better alternatives, and motivation to work harder and more

collaboratively
Groupthink conformance to the values or ethical standards of a
group - can develop if there are no conflicting viewpoints
Research suggests that task-related conflict often improves team
performance, but emotional conflict often depresses team
performance

General Advice on Teams 1/2

Be patient and kind with your team

Fix the problem instead of blaming people
Establish regular, effective meetings
Allow time for teams to go through the basic team-building
stages
Limit the size of work teams to three to seven members

General Advice on Teams 2/2

Plan some social activities to help project team members and

other stakeholders get to know each other better
Stress team identity
Nurture team members and encourage them to help each
other
Take additional actions to work with virtual team members.

Perform Quality Assurance

Ensuring that the project will employ all processes
needed to meet requirements
Quality assurance includes all the activities related to satisfying
the relevant quality standards for a project
Another goal of quality assurance is continuous quality
improvement

Quality Assurance
1. Project Mgmt plan
2. Quality metrics
3. Work performance
information
4. Quality control
measurements

Input

Tools
1. Quality Planning

1. OPA (updates)

Tools &

2. Change Requests

Techniques

3. Project Mgmt

2. Quality audits
3. Process analysis

Plan(updates)
4. Project document
Updates

Output

Quality Assurance Tools & Techniques

Benchmarking generates ideas for quality improvements by
comparing specific project practices or product

characteristics to those of other projects or products within

or outside the performing organization
A quality audit is a structured review of specific quality
management activities that help identify lessons learned
that could improve performance on current or future

projects.

Quality Assurance Outputs

Organizational Process Assets (Updates)
Completed checklists
Lessons learned documentations
Project management Plan (Updates)
Plan is updated to reflect changes to the quality
management plan that results from changes in performing
the QC process. Requested changes (addition,
modification or deletions) are processed by review and

disposition through the integrated change control

process.

Distribute Information
Determines the information and communications
needs of the stakeholders
Getting the right information to the right people at the right time

and in a useful format is just as important as developing the

information in the first place
Important considerations include
using technology to enhance information distribution
formal and informal methods for distributing information

Distribute Information

1. Project management

plan

Tools
1. Communication

2. Performance reports
3. Organizational
process assets

Input

methods
2. Information

1. Organizational
process assets
updates

distribution
methods

Outpu
t

Importance of Face-to-Face Communications

Research says in a face-to-face interaction

58% of communication is through body language

35% through how the words are said
7% through the content or words that are spoken
Pay attention to more than just the actual words someone is
saying
A persons tone of voice and body language say a lot about
how they really feel

Other Communications Considerations

Rarely does the receiver interpret a message exactly as the
sender intended
Geographic location and cultural background affect the

complexity of project communications

Different working hours
Language barriers
Different cultural norms

Report Performance
The collection of all baseline data, and distribution of
performance information to stakeholders
Keeps stakeholders informed about how resources are being

used to achieve project objectives

Status reports describe where the project stands
Progress reports describe what the project team has
accomplished during a certain period of time
Forecasts predict future project status and progress

Report Performance

Tools
1. Project
management Plan
2. Work performance
information
3. Work Performance
Measurements
4. Budgeted
Forecasted
5. Organizational
process assets

Input

1. Performance reports
1.Variance analysis
2.Forecasting method
3.Communication
methods
4.Reporting System

2. Organizational process

assets updates
3. Change requests

Output

Manage Stakeholder Expectation

Managing communications to satisfy the needs of,
and resolve issues with, project stakeholders
Project managers must understand and work with various

stakeholders
Need to devise a way to identify and resolve issues
Two important tools include
Communication Methods
Issue log

Manage Stakeholder Expectation

1. Stakeholder
register
2. Stakeholder

Tools

3. Project
Management Plan
4. Issue Log

Assets updates
2. Change Requests

management

strategy

1. Organizational Process

1.Communications
Methods
2.Interpersonal skills
3.Management skills

3. Project Management
Plan updates
4. Project document
updates

5. Change Log
6. OPA

Input

Output

Monitor and Control Risks

Process of identifying, analyzing, and planning for newly
arising risks, keeping track of the identified risks, reanalyzing
existing risks, monitoring trigger condition, monitoring
residual risks, and reviewing the execution of risk responses
while evaluating their effectiveness
Involves executing the risk management process to respond
to risk events
Workarounds are unplanned responses to risk events that
must be done when there are no contingency plans

Monitoring & Controlling Risk

Tools

1. Risk Register updates

1. Risk Register

1. Risk reassessment

2. Project

2. Org Process Asset

2. Risk audits

Management Plan

3. Change Requests

3. Variance and

3. Work Performance

4. Project mgt plan

trend analysis

information
1. Performance
reports

4. Technical
performance

updates

5. Project document
updates

measurement
5. Reserve analysis

Input

6. Status meetings

Output

Conduct Procurement
The Process of obtaining seller responses, selecting a
seller, and awarding a contract
Team will receive bids and proposals

Evaluating the proposal as selection criteria defined

Negotiating the potential sellers
Finalizing the seller and awarding the contract

Conduct Procurement

1. Project management
plan
2. Procurement doc
3. Source Selection
Criteria
4. Qualified Seller List
5. Seller Proposals
6. Project Documents
7. Make-or-buy Decision
8. Teaming Agreement
9. OPA

Tools
1. Bidder Conference
2. Proposal evaluation
technique
3. Independent
estimates

1. Selected Seller
2. Procurement Contract
Award
3. Resource Calendar

4. Expert Judgment

4. Change Request

5. Advertising

5. Project Mgmt Plan upd

6. Internet Search

6. Project Doc Updates

7. Procurement
negotiation

Input

Output

Administer Procurements
Administrating contract by the buyer and the seller for

similar purposes

Ensures that the sellers performance meets contractual

requirements

Contracts are legal relationships, so it is important that legal

and contracting professionals be involved in writing and

administering contracts

Administer Procurements

Tools
1. Procurement
documents
2. Project
Management Plan
3. Contract
4. Performance
reports
5. Approved change
requests
6. Work performance
Information

Input

1. Contract change
control system
2. Procurement
performance
reviews
3. Inspections and
audits
4. Performance
reporting
5. Payment systems
6. Claims
administration
7. Records
management
system

1. Procurement
documentation
2. Organizational
process assets
updates
3. Change Requests
4. Project management
plan updates

Output

Suggestions on Change Control for Contracts

Changes to any part of the project need to be reviewed,

approved, and documented by the same people in the same
way that the original part of the plan was approved

Evaluation of any change should include an impact analysis.

Changes must be documented in writing

Project team members should also document all important

meetings and telephone phone calls

Suggestions on Change Control for Contracts

Project managers and teams just stay closely involved to

make sure the new system will meet business needs and
work in an operational environment
Have backup plans
Use tools and techniques like a contract change control
system, buyer-conducted performance reviews, inspections
and audits, etc.

Questions