PMP Training Based On PMBOK 6th Edition Sujoy Dutta PDF

PMP Certification Workshop based on PMBOK 6th Edition
www.pmi.org
‫ترحيب‬
स्वागतम ्
Welcome
Sujoy Dutta, PMP

Trainer Introduction : Sujoy Dutta- PMP, MCP, MCA
 International PM Consultant and Trainer

 23+ years IT Industry experience
 Held Senior Management positions
 Managed projects worth up to $15 million
 Many successful project deliveries
 Many challenges faced…
 Managers trained across industries : 2600
 Management workshops conducted : 210+
Sujoy Dutta has overall 27 years work experience and 23 years of full time experience in the IT industry in various Project
Management and Delivery roles. He also has past overseas Project Management and consulting work experience in the USA, UK,
France, Germany and Middle East.
Specialized in EPPM (MS Project Online) consulting, training and implementation services for Program Management, PMO,
Organizational Project Management, Troubled Projects, Organizational Change Management, PMP. He commands excellent
Interpersonal Skills (Communication, Leadership, Negotiation and Conflict Management) while dealing with Private & Government
organizations. He has domain focus for Construction, Telecom, Financial Services, Information Technology and Development
Projects among others.
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With Previous batch of trainees of PMP at Spectrum, Dubai
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With Faculty Head, P.M. studies Mr. Yusuf Al Oraini (2nd from left, front row)
Sujoy Dutta, PMP and students of P.M. at Prince Sultan University, Riyadh, Saudi Arabia 4
With Director and Top Planning Management of Riyadh based Travel company
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Sujoy Dutta, PMP With Engineers of ONGC at Dehradun, Uttar Pradesh

Sujoy Dutta, PMP With Engineers of IFFCO at Paradeep plant, Orissa

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With Engineers of NTPC at NTPC PMI, NOIDA, Uttar Pradesh

Sujoy Dutta, PMP
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With Program Head and Student Batch IMT, Ghaziabad
At Fortune Institute of International Business, New Delhi (www.fiib.edu.in)

With Program Head and Student Batch Fortune International Institute of Business at, New Delhi location
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With Program planning and Uplink Team of TATA Sky at, New Delhi location
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With Engineering planning Team of GMR, at Aero City, New Delhi location
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With New Product Engineering planning Team of Honeywell, Bangalore, India

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Sujoy Dutta, PMP, MCP - My Credentials
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Ground Rules
 Please raise your hand so that I can finish speaking
 Discussion time in relation to Topic’s Scope
 Laptop not needed, so not allowed !
 Mobile phones – non vibrating silent mode
 Office meetings – at your own risk !
 Time to start / end as per the group and/or location
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Introduction - Participants
Please Share with the class:
 Your name
 Your profession
 Your role
 Your background in project management
 Your familiarity with PMI’s PMP Certification
 Your expectation from the course
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Why Train for PMP ?
Avoid this allow me to help you !
Sujoy Dutta, PMP

Day Wise Training Agenda
Day 1 Day 2 Day 3 Day 4
Introduction Schedule Quality Risk
to PMP® Management Management Management
Exam
Project HR
Management Cost Procurement
Management Management
Framework Management
Integration Communications Stakeholder

Management Management Management
Scope
Management
Sujoy Dutta, PMP
Introduction to PMI
 Project Management Institute (PMI®) is a not-for-profit association

 Advocates Best Practices in Project, Program and Portfolio Management
 PMI is the leading membership association for the project management profession
 Established in 1969
 Global organization Headquartered in Pennsylvania USA
 PMI is actively engaged in advocacy for the profession, setting professional standards,
conducting research and providing access to a wealth of information and resources
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Introduction to PMI
Some PMP and PMI Terminologies  PMI facts mentioned in this presentation may
change. Hence please visit website of PMI® for
•PMP: Project Management Professional latest and additional information on PMI® and
PMP®
•PMI: Project Management Institute
•PMI is an Organization. PMP is a certification.
www.pmi.org
•PMI conducts PMP Examination.
•PMP certification is valid for 3 Years.
•PDU: Professional Development Unit
•PMBOK: Project Management Body of Knowledge.
•PMBOK is a practical Hand Book for Project Managers
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PMI - Credentials
• Certified Associate in Project Management (CAPM)®
• Project Management Professional (PMP)®
• PMI® Scheduling Professional (PMI-SP)®
• PMI® Risk Management Professional (PMI-RMP)®
• Program Management Professional (PgMP)®
• Portfolio Management Professional (PfMP)®
• Agile Certified Practitioner (PMI-ACP®)®
• Professional Business Analyst (PMI-PBA)®
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Importance of PMP®
Projected demand for Project Management role by 2020
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Importance of PMP®
 Globally recognized Project Management Certification
 Worldwide Recognition of your knowledge of Project
Management
 Demonstrates Proof of Professional Achievement
 Improves the way you manage your Projects
 Increases your Marketability
 Displays your willingness to pursue Growth
 Increases Customer Confidence
 Valued Globally across Industry Verticals & Companies
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Introduction to PMI
Encourages active and continued certification !
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Steps to certification
http://www.pmi.org/certifications/types/project-management-pmp
ATTEND BECOME BOOK Pass the

SUBMIT PMP®
PMP® PMI® Exam PMP®
Exam with
Workshop Member Application
Prometric Exam
PROMETRIC MEN
AMIDEAST Saudi Arabia, Al Kindi
Plaza
#57, First Floor, Diplomatic
Quarters
RIYADH
Phone : +966 11 483 8800
Sujoy Dutta, PMP

PMP® Examination
4 Hours Duration
Knowledge Tested for FIVE process groups
200 Multiple Choice Questions
25 Pilot Questions
Randomly Generated Questions
Rating Based System
NO Negative Marking
Sujoy Dutta, PMP

PMP Exam break up
Process group wise weightage for PMP Certification exam
Project Management Process Percentage of Number of

Group Questions Questions
Initiating 13 26
Planning 24 48
Executing 31 62
Monitoring and Controlling 25 50
Closing 7 14
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PMP – On the spot result sheet
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PMP® Question Types
 Scenario based
 Using attached illustrations such as Network Diagram
 Formulas and Computing
 Negative descriptors such as Except
 Two likely Answers
Note : There is no penalty for wrong answer
Sujoy Dutta, PMP

Pre-requisites of PMP®
Hours Leading
Category College/University Education PM Training and Directing Months of PM Experience
Project Tasks
One Bachelor’s Degree 35 Contact Hours 4,500 hours 36 months within last 8 consecutive years
Two High School Graduate 35 Contact Hours 7,500 hours 60 months within last 8 consecutive years
• Training - This program enables you to make a claim for PMI's 35 contact hours of project management training
• Application to be submitted online
• PMI membership is USD $129 to join (plus USD $10 application fee).
• Renewal fee is USD $129.
• Once the exam fee is paid, PMI sends an Authorization Letter
• Some applications are randomly selected for “audit”
• Examination must be taken within a year of receiving the Authorization Letter
• PMI uses examination centres of Prometric (www.prometric.com)
• For more details, refer to the PMP® handbook on www.pmi.org
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How to Retain PMP® Certification
• The PMP certification is valid for 3 Years
• To keep your PMP certificate valid after 3 years
 PDUs can be earned through :
 Education
 Courses offered by PMI’s REP, chapters or communities
 Continuing Education
 Self-Directed Learning
 Giving back to the Profession
 Creating New Project Management Knowledge
 Volunteer Service
 Work as a Professional in Project Management
OR
 Your Credential stands suspended for 1 year then,
• Pass PMP examination again
• For details please read more information at PMI.Org http://www.pmi.org/Certification/Maintain-Your-Credential.aspx

• More help – Please reach out to: www.sujoydutta.in
Sujoy Dutta, PMP

About this Training
There are a total of 15 modules:
• Introduction to PMP certification course
• Project Management Framework
• Project Management Processes Groups
• Knowledge Areas (10) • There are 5 Process Groups.
1. Integration Management 1. Initiating
2. Scope Management 2. Planning
3. Schedule Management 3. Executing
4. Cost Management 4. Monitoring & Controlling
5. Quality Management 5. Closing
6. Human Resource Management
7. Communication Management
8. Risk Management
9. Procurement Management
10. Stakeholder Management
• Professional and Social Responsibility
• PMP Examination tips and tricks
Sujoy Dutta, PMP

PMBOK® - What it is ?
 The SUM of knowledge within the profession of project management
 Includes widely applied practices and innovations
 Constantly evolving
 The knowledge and practices that are applicable to most projects
 PMBOK is used as a reference for professional development programs
 Current version is PMBOK 6
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What is a Project?
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What is a Project?
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What is a Project?
• A temporary endeavor undertaken to create a
unique product, service or result
• Any examples anybody ..
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Why undertake a Project?
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Projects are undertaken typically to address
 Market Demand for new product / services
 Strategic opportunity/Business need
 Solve a problem
 Customer request
 Technological advancement
 Legal requirements
Note : A successful project is one that meets the expectations of your stakeholders
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Introduction to Project Management
• Set Goals
• Plan
• Manage
• Monitor
• Deliver
• Close
When you don’t know where you are going

any road will get you there !!
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The Importance of Project Management
Meet business Satisfy stakeholder Increase chances of
Be more predictable
objectives expectations success
Deliver the right Optimize the use of

Resolve problems Respond to risks in a
products at the right organizational
and issues timely manner
time resources
Manage constraints Balance the

Identify, recover, or
(e.g., scope, quality, influence of
terminate failing
schedule, costs, constraints on the
projects
resources) project
Note : A successful project is one that meets the expectations of your stakeholders
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Project Attributes
• Temporary
• Definite start and finish dates
• Unique
• Progressive Elaboration
• Limited Resources
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A simple question
Are YOU managing the PROJECT ?
OR
Is the PROJECT managing YOU ?
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A simple question
What is the difference between a PROJECT and OPERATIONS ?
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Project vs. Operations
Remember:
1. Operations produce same product until the product becomes obsolete and goes into divestment.
2. Within the life cycle of a product, projects can intersect with operations at various points:
a) During improving productivity/process,
b) Developing new product or upgrading a product
c) Expanding outputs
d) At each closeout phase or until divestment of the product, there can be many projects!
3. At each point, deliverables and knowledge are transferred between projects and operations.
Why?
Answer: For implementation of the delivered work!
4. How it happens?
Answer: It happens in two way!
a) Transfer of project resources to operations toward the end of the project.
b) Transfer of operational resources to the project at the start.
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Project Characteristics
Progressive Elaboration
The distinguishing characteristics are
• Broadly defined early in the project.

• Become more explicit and detailed as the project progresses.
• THEN, THE PROJECT TEAM BEGINS TO GRASP THEM BETTER!
• Each project’s product is unique. Hence, the characteristics that
distinguish it must be progressively elaborated
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Project Characteristics
Progressive Elaboration
•Progressive means
proceeding in steps,
continuing steadily with
increment.
•Elaboration means
worked out with care and
detail, developed
thoroughly
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Project Management Context
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Program
• A group of interrelated projects, managed in a
coordinated way to obtain benefits not
available from managing them individually.
• The failure or success of the program is
dependent on the failure or success of each
component project.
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Portfolio
• A collection of projects, programs and other
work that are grouped together to facilitate
effective (centralized) management of that
work to meet strategic business objectives.
• These projects and programs may not be
interrelated.
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Portfolio-Program-Project Hierarchy
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What is Project Management?
 The application of knowledge, skills, tools and techniques to meet project objectives
 Identifying and understanding the requirements
 Addressing various needs and expectations of stakeholders
 Effective communications with all the stakeholders
 Managing and engaging stakeholders towards meeting project requirements and
creating project deliverables
 Balancing the competing project constraints – Time, Scope, Quality, Budget,
Resources and Risks
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Benefits of Project Management
The real size of benefit maybe be even more, maybe your client and
the whole business !
Sujoy Dutta, PMP

Projects
Variance
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Project Manager’s role
Also needs to have !
This is what project
management is like; for the
project manager !
Knowledge
Inter-personal Performance
skills
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Project Manager’s role
 The project manager is responsible for the overall accomplishment of the project, ensuring that the project objectives are
achieved.
 The key role of the project manager is to ensure project integration.
 The role of project manager comprises many responsibilities including:
* Planning and defining scope * Activity planning and sequencing

* Resource planning * Developing schedules
* Time estimating * Cost estimating
* Developing a budget * Controlling quality
* Managing risks and issues * Creating charts and schedules
* Risk analysis * Customer Liaison
* Documentation * Team leadership
* Strategic influencing
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Organizational Structure
Three types of organizational structures based on the authority level of the project
manager are described:
 Functional
 Matrix A composite organizational structure is

• Weak Matrix frequently used by organizations where all
• Balanced Matrix three types of structures are used at
• Strong Matrix different levels or for different projects.
 Projectized
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Functional vs. Project Manager
• Functional manager - A manager • Project manger – A manager or individual
responsible for activities in a specialized responsible for managing a project.
department or function.
• A functional manager is responsible for one • Project manager is responsible for the
of the principle elements of the whole project and each phase.
organization, such as production,
marketing, finance, etc.
• The project manager is the person
• Each functional manger tends to responsible for accomplishing the project
emphasize his own function or department objectives within the constraints of the
and his authority level is limited to his project.
department or function.
• The project manager is involved in the
• Functional manager is likely to be a part of planning, controlling and monitoring, and
the function or department planning & managing the assigned project resources
controlling. to best meet project objectives.
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Functional Organizational Structure
Projects run in this structure normally do not have an appointed project manager
Funding and reporting are through the organization's functional structure
Project resources report to their own functional managers
Managing
Director
Director Director
Manager Manager Manager Manager Manager
Resource Resource Resource
Resource
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Matrix Organizational Structure
The project manager shares responsibility for assigning project team members with the functional managers. 3
types are described:
Weak Matrix: A part-time project manager is appointed who does not control the project budget. The
functional managers have more control over the resources than the project manager.
Balanced Matrix: The project manager Managing
Director
and functional managers share responsibility
for the project and authority over the Director Director
project resources equally.
Project
Strong Matrix: A project Manager Manager Manager
Manager
manager who controls the
project budget is appointed full time. Resource Resource
The project manager has more

authority over the project resources Resource Resource
than the functional managers.
Resource Resource
Resource 67
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Projectized Organizational Structure
The project manager has full authority over project resources, can assign project priorities
and direct the work of the project team members.
The project team members report only to the project manager.
Project
Manager
Team Team
Leader Leader
Resource Resource Resource Resource Resource
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Organizational Influence on Projects
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Stakeholder
PMBOK® Glossary
Project Stakeholders
“Stakeholder is a
Person or
Other Operations organization that is
Stakeholders Management
Sponsor actively involved in
the project, or whose
Portfolio Functional interests may be
Manager Managers
Project Team positively or
Other negatively affected
Project
Project by execution or
Management
Team Project Team completion of the
Members
Program
Manager Sellers/ project”
Business
Manager
Partners
Project
Customers/
Management
Users
Office
The Project
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What is Project Constraint?
What is a constraint?
Anything that is limiting your options is called a constraint.
What limits your options?
Checkout:
• Scope
• Schedule
• Budget
• Quality, Resources and Risk.
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In real life, you find new client demands:
• Schedule is shortened
• Scope is added
• Requirements are changed
• Budget is reduced
How would you manage such situations?
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Real Life Challenge
If the schedule is shortened!
Option one: the budget needs to be increased to add additional resources to
do the same work in less time.
Option two: If a budget increase is not possible, then the scope or quality may
be reduced to deliver a product in less time for the same budget.
Bigger dilemma ahead…!
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Bigger dilemma!
• Often project stakeholders have differing ideas as to which factors are most important! This
creates even bigger challenge for the project team.
• Assessing the situation and balancing the demands in order to deliver a successful project is
your responsibility! Due to potential for change, the project management plan needs to be
iterated and progressively elaborated throughout the project’s life cycle!
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Project Triple Constraints
• Time
• Cost
• Scope
Balancing Time, Cost & Scope within the framework of quality

to meet Project Objectives
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Project Triple Constraints
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If Projects are not managed properly
It results in one, many or all of the following
• Time Overrun
• Cost Overrun
• Dissatisfied Stakeholders
• De-motivated team members
• Loss of Customer and Money
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The Solution
• Project Management System consisting of:
– Formal Project Planning
– Effective Monitoring & Control
• With additional elements:

– Tools/Techniques and Methodologies
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Project Management Methodology
• It is a collection of processes, methods

and tools
• It provides a roadmap to manage
the project effort and activities
• It provides a checklist of key

deliverables and activities
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Inputs -> Tools / Techniques -> Output
A process is a series
of actions that are
performed to achieve
any predefined
outcome.
• Input: Any item, whether internal or external to the project that is

required by a process before that process proceeds. May be an
output from a predecessor process.
• Tool: Something tangible, such as a template or software
program, used in performing an activity to produce a product or
result.
• Technique: A defined systematic procedure employed by a human
resource to perform an activity to produce a product or result or
deliver a service, and that may employ one or more tools.
• Output: A product, result, or service generated by a process. May
be an input to a successor process.
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Inputs -> Tools / Techniques -> Output
PROCESS – 1
Inputs from Other
Processes TOOLS
INPUTS AND OUTPUTS
TECHNIQUES
PROCESS – 2 Inputs to Other

Processes
TOOLS
INPUTS AND OUTPUTS
TECHNIQUES
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PM Process Groups
• Authorizes the project
• Plans course of action to achieve objectives
• Uses the resources to carry out project tasks
• Measures progress to identify variances
• Ensures Structured Project Closure
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Interaction between Process Groups
Monitoring & Controlling
Planning
Initiating Closing
Executing
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Project Lifecycle
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PM Knowledge Areas
1. Integration Management – To ensure integration of the all project management processes and activities in
meeting the project's objectives.
2. Scope Management – To ensure that the project contains all the work required to meet the objectives, nothing
more, nothing less.
3. Schedule Management – To ensure that the project is completed within the time constraints.
4. Cost Management – To ensure that the project can be completed within the approved budget.
5. Quality Management – To ensure that the project meets the quality requirements of the stakeholders.
6. Human Resource Management – To organize, develop and manage the project team.
7. Communications Management - To ensure the management of project information, from collection to
disposition.
8. Risk Management – To increase the probability and impact of opportunities and decrease the probability and
impact of threats.
9. Procurement Management – To ensure products or services of the required quality are procured for integration
with the final product.
10. Stakeholder Management – Processes required to identify the people, groups or organizations impacted by the
project
• Professional Responsibility and Ethics
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Project Management Office (PMO)
• A strategic function in an organization
– that facilitates accomplishment of strategic goals
– with the help of centralized effective project / program
management
– by enhancing the competencies of the organizational
project management community and enhancing the
organizational project management maturity.
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 A PMO supports Project Managers in a variety of ways including:

• Managing shared resources across all projects.
• Identifying and developing project management methodology, best practices
and standards.
• Coaching, mentoring, training and oversight.
• Monitoring compliance with project management standards and policies
through project audits.
• Coordinating communication across projects.
 PMOs create value through Standardization (e.g. process, systems),
Knowledge (e.g. retention, training) & Consulting (e.g. project, outcome)
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Quiz
1. A Project Manager is making sure that Product of the Project is as per the Project Management Plan.
Which part of the Project Management Process he is in ?
A. Planning
B. Monitoring & Control
C. Initiating
D. Closing
2. Which of the following is an output of the Initiating Process Group?

A. Project Charter
B. Company processes
C. Company culture
D. Historical Project Data
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Quiz
3. Who is in control of the Project during Project Planning Phase?
A. Project Manager
B. Functional Manager
C. Team Member
D. Stakeholder
4. The high level Project Schedule constraints are just determined. Which process is the project in?
A. Planning
B. Closing
C. Monitoring & Control
D. Initiating
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Quiz
5. Which of the following is not a characteristics of project?
A. Unique
B. Temporary
C. Creates a product
D. Repetitive
6. You are the Project Manager of XYZ consultants. The Project team members are from Finance and HR
departments. The team members report to Finance and HR Managers respectively, and you have limited
control over them. What type of organizational hierarchy does XYZ consultants follow?
A. Matrix organization
B. Projectized organization
C. Functional organization
D. None of these.
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Quiz
7. Which of the following is NOT a knowledge area as per PMBOK:
A. Stakeholder Management
B. Communication Management
C. Risk Management
D. Legal Management
8. Which of the following statements depicts a Project?

A. Installing weekly antivirus updates
B. To upgrade Finance application from Unix environment to Microsoft based Operating System
C. Troubleshooting server for a known issue
D. Server Backup
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Quiz
9. The Project Management Process Groups are:
A. Planning, Developing, Organizing and Controlling
B. Initiating, Planning, Executing, Monitoring & Controlling and Closing
C. Planning, Developing, Checking, and Acting
D. Initiating, Executing, Checking, and Acting
10) You are appointed as a team member in a Projectized organization. Who do you think will give you
directions?
A. The Project Manager
B. The Functional Manager
C. The Team
D. The Project Coordinator
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Answers to Quiz
• Answer1: D. Closing. The Project’s Product is verified during the closing phase of the Project.
• Answer2: A. Project Charter. All other options are input to Initiating Process Group.
• Answer3: Don’t get confused with the mention of Project Planning Phase. The Project manager is in control of the Project
throughout the Project…be it any phase. So the right answer is A. Project Manager.
• Answer4:The right answer is D. Initiating. The high level constraints of schedule. Cost are determined During Initiating
Process group. The detailed planning is done during Planning Phase.
• Answer5:The right answer is D. Repetitive. Projects are unique so they not repetitive.
• Answer 6: C. The team members report to Functional Managers.
• Answer 7: D
• Answer 8: B, we are achieving and objective
• Answer 9: B
• Answer 10: A
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Summary
• Q&A
• Discussions
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Good projects manager, by birth ?!
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PMP Prepare – PMBOK 6th Edition
Project Integration Management
Difficulty Memorization Exam Importance

High Medium High
Sujoy Dutta, PMP

What is Project Integration Management
The process of ensuring that the various elements of a project are properly
consolidated, coordinated and integrated to ensure the successful completion of the
project.
Project integration management includes initiating the project (project charter),

project planning (project management plan), directing and managing project
execution, monitoring and controlling project work, performing integrated change
control, and closing the project or a phase of a project.
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Project Integration Management Processes
Ten Knowledge Areas Tools and
Techniques
Project
Core Functions Success
Scope Schedule Cost Quality
Management Management Management Management
Integration Management T
Stakeholder needs
and expectations Resources Communications Risk Procurement Stakeholder
Management Management Management Management Management
Enterprise
Success
Facilitating Functions
Sujoy Dutta, PMP

•Initiating Planning Executing Monitoring Closing

and Controlling
•Develop Project •Develop Project •Direct and •Monitor and •Close Project or
Charter Management Manage Project Control Project Phase
Plan Execution Work
•Manage project
knowledge •Perform
Integrated
Change Control
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Project Information Flow
• Work performance Data
– The raw observations and measurements.
– Examples can be:
• Start and finish dates of schedule activities,
• Number of change requests,
• Number of defects,
• Actual costs,
• Actual durations
• Work performance Information

– The performance data collected from various controlling processes,
• Status of deliverables,
• Implementation status for change requests
• Forecasted estimates to complete.
• Work performance Reports

– The physical or electronic representation, compiled in project documents.
• Status reports,
• Memos,
• Justifications,
• Information notes,
• Electronic dashboards,
Sujoy Dutta, PMP
Develop Project Charter
Definition : Guide to PMBOK ® 6thEdition:
• The process of developing a

document that formally authorizes
the existence of a project and
provides the project manager with
the authority to apply organizational
resources to project activities.

Develop Project Charter
Inputs Tools and Techniques Outputs
1. Project Statement of Work (S.O.W.) 1. Expert Judgement 1. Project charter
2. Business Case 2. Facilitation techniques
3. Agreements
4. Enterprise Environmental Factors
5. Organizational Process Assets

Before Initiating a Project!!
A new undertaking project may need to be established through process of evaluating

alternatives.
This process includes:-
 Need and Demand

 Feasibility Study
 Selecting the Project (Project Selection Methods)
Sujoy Dutta, PMP

Project Selection Methods
 Expert judgment is one of the techniques used in project management to
accomplish various tasks, including project selection. It refers to making a
decision by relying on expert advice from one or more of the following sources:
• Senior management
• An appropriate unit within the organization
• The project stakeholders, including customers and sponsors
• Consultants
• Professional and technical associations
• Industry groups
• Subject matter experts from within or outside of the performing organization
• Project management office (PMO)

 Benefit Measurement Model
• Compare projects for the perceived benefits
• Also called as Comparative approach or decision models
• Involves scoring of projects based on cost, risk
• Murder boards involves challenging the project need
• Payback Period
• Cost Benefit Analysis
• Scoring Models
• Net Present Value
• Internal Rate of Return
 Mathematical Models
• Involves mathematical formulas to predict success rate
• Also called as Constrained Optimization

 Present Value (PV) or Expected Present Value (EPV) a series of
expected future cash flows expressed in today’s monetary
value
 PV = FV / (1+r) n
 Net Present Value (NPV) – the current value of the expected

cash flows minus the initial investment/ cost
 Payback period – the amount of time to recover your cost

 Internal Rate of Return (IRR) – Investment’s return in profitability
similar to bank’s interest rate.
 Return On Investment (ROI) – A return ratio that compares the

net benefits of a project/ product, verses its total cost
 Opportunity Cost – the cost of choosing one opportunity over

another
 Depreciation – a decrease in value of property

Project Charter
Purpose is to provide formal permission to the Project Manager
• High Level objective
• Summary Milestone Schedule and project duration
• Summary Budget
• High-level Risks
• Success Criteria or Metrics
• Key Stakeholders (Decision makers)
• Assigned PM and Authority Level
• Name and Responsibility of the Persons Authorizing the Charter

Develop Project Management Plan
• Process includes the action Management Plan

necessary to define, integrate and co-ordinate
all subsidiary plans into a project management
plan

Develop Project Management Plan
1. Project Charter 1. Expert Judgment 1. Project Management Plan
2. Outputs from other Processes 2. Facilitation techniques
4. Organizational process Assets

Components of Project Management Plan
• Project scope management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan
• Staffing management plan
• Communication management plan
• Stakeholder Management plan
• Risk management plan
• Procurement management plan
• Milestone list
• Resource calendar
• Schedule, Cost, Quality baseline
• Risk register
• Change and Configuration management plan

Direct and Manage Project Work
• process requires the Project Manager & Team

to perform multiple actions to execute the
project management plan to accomplish the
work defined in the project scope statement

THE CONCEPT
• Is Primary Process for Carrying out the project management plan.
• Involves directing and managing various technical and organizational

interfaces existing in the project to execute the tasks as planned.
• Deliverables are produced as outputs (from the processes as defined in

the project management plan).

What do we do?
• Perform activities to accomplish project requirements

• Create project deliverables
• Staff, train, and manage the team members
• Obtain, manage, and use resources (all types e.g. men, material, cost)
• Implement the planned standards and methods
• Establish and manage project communication channels
• Generate project data (status, forecasting)
• Issue change requests and adapt approved changes into the project’s scope, plans and Environment
• Manage risks and implement risk response activities
• Manage sellers and suppliers
• Collect and document lessons learned, and implemented approved process improvement activities.

Direct and Manage Project Execution
What do we get?
• Deliverables
• Work performance information about completion status of deliverables, and what has been
accomplished is fed into the performance reporting process.
• Work performance info used as input to monitoring and Controlling Process Group.

Direct and Manage Project Execution
Here we also implement
• Approved corrective actions to bring anticipated project performance as per project plan.
• Approved preventive actions to reduce probability of negative consequences.
• Approved defect repair with recommendation to either repair or replace defective component.

1. Project management plan 1. Project management 1. Deliverables
2. Approved change requests information system 2. Work performance data
3. Enterprise Environmental 2. Expert Judgment 3. Change Requests
Factors 3. Meetings 4. Project management plan
4. Organizational process Assets updates
5. Project document updates

Process Inputs
1. Project Management Plan
• We have discussed in detail.
2. Approved Change Requests

• As a part of the Perform Integrated Change Control process, a change control status update
shows that some changes are approved and some are not.
• Approved change requests are scheduled for implementation by the project team.
• Approved change requests are the documented, authorized changes to expand or reduce
scope. Approved change requests can also modify, project management plan, procedures,
costs/budget, or revise schedule.
• Approved change requests may also require implementation of Corrective Action, or
Preventive Action, or Defect Repair or Replacement of Defective Component.

Process Inputs
3. Enterprise environmental factors
• Factors that can influence are:
• Organizational, company or customer culture and structure
• Factors that can influence are:
• Infrastructure (existing facilities and capital equipments)
• Personnel administration (employee performance review and training, hiring and firing
guidelines)
• Stakeholder risk tolerances
• Project Management Information System (PMIS) AN AUTOMATED TOOL:
– 1) A scheduling software,
– 2) A configuration management system,
– 3) An information collection and distribution system
– 4) Web interfaces to other online automated systems

Process inputs
4. Organizational process assets
OPAs that can influence are:
• Standard guidelines and work instructions
• Communication requirements (defining allowed media, record retention, and security
• requirements)
• Issue and defect management procedures (defining issue and defect controls, issue and
defect identification and resolution, and action item tracking).
• Process measurement databases used to collect and make available measurement data on
processes and products
• Project files from previous projects
• Issue and defect databases (having historical issue and defect status, control info, resolution,
and action item results).

Tools and Techniques
EXPERT JUDGMENT
• Such judgment and expertise is applied to all technical and management details during this
process. This expertise is provided by the project manager and the project management
team.
• Additional expertise is available from many sources:
– other units within organization e.g functional heads
– consultants, stakeholders
– professional/technical associations
Project Management Information System

• Is also used here. Details already discussed.

OUTPUT
1. Deliverables
A deliverable is any unique and verifiable component, result or capability to perform a
service that must be produced to complete a process, phase, or project.
Are mostly tangible but intangible too:
Example : Tangible Deliverables
1) Software Code 2) Buildings 3) Structures 4) Roads
Intangible Deliverables
1) Training 2) Mentoring 3) Facilitation
2. Information on work results:
• Which To what extent the quality standards are being met
• What costs have been incurred or committed deliverables have been completed and which
have not --- IS COLLECTED HERE AND FED INTO THE PERFORMANCE REPORTING PROCESS FOR NECESSARY ANALYSIS
AND EVALUATION!

OUTPUT
3. Changes Requests
• When issues are found while work is being performed, change requests are issued.
• Change requests may to expand modify project policies or procedures, project cost or
budget, project schedule or project quality.
• Other change requests cover preventive or corrective actions to forestall negative impact
later in the project
Please note: requests for a change can be direct or indirect, externally or internally initiated, and can be optional or
legally/contractually mandated. They can include:
a) Corrective action (to bring expected future performance in line with the project management plan).
b) Preventive action (to reduce the probability of negative consequences associated with project risks).
c) Defect repair
d) Updates (changes to formally controlled documentation, plans to reflect modified or additional ideas or content.

OUTPUT
4. Project Management Plan Updates
Include updates to:
• Requirements management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Human resource plan
• Procurement management plan, and
• Project baselines

OUTPUT
5. Project Document Updates
Include updates to:
• Requirements documentation
• Project logs (issue, assumptions, etc.)
• Risk register, and
• Stakeholder register

Manage Project Knowledge
• Manage Project Knowledge is the process of using existing
knowledge and creating new knowledge to achieve the
project’s objectives and contribute to organizational learning.
• The key benefits of this process are that prior organizational
knowledge is leveraged to produce or improve the project
outcomes, and knowledge created by the project is available
to support organizational operations and future projects or
phases.

Manage Project Knowledge
1. Project management plan 1. Expert judgment 1. Lessons learned register
2. Project documents 2. Knowledge management 2. Project management plan
3. Deliverables 3. Information management updates
4. Enterprise environmental 4. Interpersonal and team skills 3. Organizational process assets
factors updates

Monitor and Control Project Work
• monitoring project processes associated with
Initiating, Planning, Executing and Closing as
well as for Corrective or Preventive action for
managing variances”

Monitoring means:
1. Collecting, measuring, and distributing performance information.
2. Assessing measurements and trends to effect process improvements!
3. Is done throughout the project.
4. Continuous monitoring gives the project management team an insight into the
health of the project, and IDENTIFIES AREAS THAT MAY REQUIRE SPECIAL ATTENTION!
Controlling means:
1. Determining corrective or preventive actions or
2. Re-planning and
3. Following up on action plans TO DETERMINE IF THE ACTIONS TAKEN RESOLVED THE
PERFORMANCE ISSUE!

How do we do it?
1. Comparing actual project performance against the project management plan!

2. We assess performance to determine whether any corrective and preventive actions are indicated.
If so, then we recommend them to CCB for approval.
3. We analyze, track, monitor project risks to ensure the risks are identified, their status is reported, and
appropriate response plans are executed.
4. We maintain accurate and timely information base about project’s product and related documentation
through project completion.
5. We provide information to support STATUS REPORTING, PROGRESS MEASUREMENT, FORECASTING!
6. We provide forecasts to update current schedule and cost information.
7. We monitor implementation of approved changes.

1. Project management Plan 1. Expert Judgment 1. Change Requests
2. Schedule forecasts 2. Analytical techniques 2. Work performance reports
3. Cost forecasts 3. Project Management 3. Project management plan
4. Validated Changes Information system updates
5. Work performance information 4. Meetings 4. Project document updates

Process Inputs
1.Project Management Plan provides baselines for measuring performance.
2.Performance reports provide actual work performance information.

Reports prepared by the project team detailing activities, accomplishments, Milestones,
identified issues, and problems.
Performance reports provide key information.

Examples:
- Current status
- Significant accomplishments for the period
- Scheduled activities
- Forecasts, and
- Issues.

Process Inputs
3. Enterprise environmental factors that can influence this process:
• PMIS used for variance analysis and evaluation of impact on the project.
• Stakeholder risk tolerances
• Company work authorization systems
• Government or industry standards (regulatory agency regulations, product standards, quality standards, and workmanship
standards).
4. Organizational process assets that can influence this process:
• Issue and risk management procedures,
• Financial control procedures (time reporting, accounting codes, expenditure and disbursement reviews,
and standard contract provisions),
• Organization communication requirements,
• Risk control procedures (risk categories, probability and impact matrix), Issue and risk management
procedures
• Process measurement database (for benchmarking measurement data on processes)
• Lessons learned database.
Tools and Techniques
Expert judgment
• The project management team uses expert judgment to interpret the information provided by
the monitor and control process. The project manager, along with the team, determines the actions
required to ensure project performance matches with the expectations detailed in the project
management plan.
Please Remember!
• Although not mentioned specifically, we use here all the performance measurement, forecasting and
change control tools and techniques, including PMIS.

OUTPUT
1. Change requests
Variance Measurements resulting from this process may lead to following change requests:
a) Corrective action to bring expected future performance in line with project management plan.
b) Preventive action to reduce the probability of negative consequences associated with project
Risks.
c) Defect repair Corrective action to either repair the defect in a project component or
completely replace it.
• Change requests are sent to ICC Process (CCB) for review and approval.
• Change requests are sent to ICC for review and approval. Without review and approval of ICC, no change request can be
implemented.
• Change requests, if approved, may:
– Expand, adjust project or product scope,
– Revise project management plan,
– Revise project documents, or
– Revise product deliverables

OUTPUT
2. Project management plan updates Revision of following may happen:
• Baselines (Scope baseline, schedule baseline, cost performance baseline).
• Subsidiary plans (such as schedule management plan, cost management plan, quality management plan).
3. Project document updates

Revision of following may happen:
• Forecasts
• Performance reports
• Issue log

Perform Integrated Change Control
Is the Process of
• Reviewing all change requests, approving changes and
managing changes to the deliverables, project management
plan, project documents and the organizational process
assets.

Please Remember!
• This process is performed from project inception through completion dealing with all types of
change related activities
• One of the major purpose of this process is to carefully and continuously manage changes
and permit only approved changes to revise a baseline.
• This is the only way to maintain the project management plan, the project scope statement
and other deliverables!

1. Project Management Plan 1. Expert judgment 1. Approved Change requests
2. Work performance Information 2. Meetings 2. Change log
3. Change Requests 3. Change Control 3. Project management plan
4. Enterprise Environmental Factors Meetings updates
5. Organizational process Assets 4. Project document updates

Configuration Management System
• It includes any documented procedures and tools used to

apply technical & administrative directive & surveillance to
the following sub-processes for a product:
• Configuration Management sub-processes:

– Configuration Identification
– Configuration Control
– Configuration Status Accounting / Reporting
– Configuration Audit and Verification
Close Project or Phase
• performing the project closure section of the
project management plan, or in multiphase
projects, closes out the portion of the project
scope and associated activities of that phase

1. Project management plan 1. Expert Judgment 1. Final product, service or result
2. Accepted deliverables 2. Analytical techniques transition
3. Organizational process assets 3. Meetings 2. Organizational process assets
Updates

• Update all project records to reflect the final project status.
• Capture & document lessons learned
• Archive project documents
• Complete final performance appraisal.
• Update team member skills database
• Send final invoicing advice to Finance.
• Transfer or transition the project’s product, service or results to the next phase (in the case of
phase closure) or to production or operations.
• Confirm that all the ‘project exit / completion criteria’ have been met.
• Send out formal communication to all stakeholders that the project’s product has been
accepted and the project is being formally closed.
• The finished and unfinished deliverables must be transferred to the appropriate stakeholders.

Quiz
1. What is the most important activity with respect to change for a Project Manager to focus attention on ?
A .Do the change
B. Track & Record the change
C. Prevent unnecessary change
D. Inform Project Sponsor of the change
2. In the middle of a project, you are informed that some of the resources promised in the beginning of the
project are no longer available to the project. As a Project Manager what would you do?
A. Raise hand that you can no longer execute this project
B. Evaluate the impact of not having the promised resources
C. Re‐plan the project without promised resources
D. Identify other resources that can be provided to you in compensation of earlier promised resources

Quiz
3. A customer is well known for making lot of changes in a on going project. You have been assigned as the
Project Manager for a new Project from this customer. What would you do in the beginning of the Project to
manage this customer?
A. Check who is the Customer’s manager and inform him about the customer past record
B. Involve the customer as early in the project as possible
C. Say No to the customer couple of times strictly
D. Send a copy of your company change control procedure.
4. Who does the Project Integration?

A. Project Sponsor
B .Project Manager
C. Project Team
D. Stakeholder

Quiz
5. As a project Manager you received a change that does not impact the project schedule. What would you do?
A. Go ahead and do the change
B. Evaluate Impact on the other components of Triple constraints
C. Get in touch with Change control board
D. Ask your boss’s permission
6. Which one of the following best describes the main purpose of the Project Charter?
A. It identifies the sponsor and describes his or her role in the project
B. It identifies the list of important stakeholders in the project
C. It describes the initial scope of the project work
D. It authorizes the project manager to work on the project

Quiz
7. You are a Project Manager of a construction company. You have received scope change requests. The source
of scope change could be following except:
A. A need to engage in bottom-up cost estimating
B. Change in Government Regulations
C. Failure to include a required feature in the design of telecommunication system
D. Customers who change their minds about the desired nature of the deliverable
8. One of the following is least effective to be present in Change Management Plan:

A. Procedures for changes
B. Impact Analysis Template
C. Change Control Board identification
D. Lessons learned Template

Quiz
9. A project has faced many changes to the project scope. Who is responsible to determine whether these
changes are important or not?
A. Project manager
B. Project team
C. Change Control Board
D. Stakeholders
10. Meeting with a panel of peoples who are trying to shoot down a new project idea is called
A. Peer Review
B. Murder Board
C. Mother Board
D. Murder Meetings

Answers to Quiz
• Answer1: The right answer is C. Prevent unnecessary changes. The changes are actually done by the
Project Team.
• Answer2: Now this is a tricky question. You might be doing all the mentioned option, but the right thing to
do in such cases is to first evaluate the impact. So the right option is B. Evaluate the impact of not having
the promised resources.
• Answer3: This one is again a tricky question. In real project you might be doing all the options listed, but
the best way to handle such scenario is to involve the customer as early in the project as possible. The
right option is B. Involve the customer as early in the project as possible
• Answer4: This is pretty simple and straight forward. The right answer is B. The Project Manager. If you got
this question wrong, please do go through lesson once again.

Answers to Quiz
• Answer5: This question requires some knowledge of previous lessons as well. Whenever there is a change
and impact is known only one constraints. That’s not the complete analysis. You should look at the impact
on all the Triple constraints factors. So the right answer is B. Evaluate the other components of Triple
constraints
• Answer6: D, Providing permission is the purpose, the rest is the information about the objective and
constraints.
• Answer 7:C
• Answer 8: D, Lessons learned are reviews of processes and are part of change management plan
• Answer 9:C
• Answer 10:B

Summary
• Q&A
• Discussions

Project Scope Management

Low Medium High
Sujoy Dutta, PMP
The Concept
It is primarily concerned with
DEFINING AND CONTROLLING
“WHAT IS AND IS NOT INCLUDED
IN THE PROJECT!

Collecting Define Validate Control

Create WBS
Requirements Scope Scope Scope
Why it is so important ?

Project’s success is directly influenced

by the care taken in capturing
project and product requirements!

Scope Management
(Processes and their major output)
Plan Scope Management Create WBS

=> Scope Management Plan => Scope baseline
Collect requirements Validate Scope

 Requirements documentation  Accepted Deliverables
 Requirements traceability matrix  Change requests
 Work performance information
Define Scope
=> Project scope statement
Control Scope
=> Change requests

Project Scope Management Processes
•Initiating Planning Executing Monitoring and Closing

Controlling
1. Plan Scope Management 1. Validate Scope
2. Collect Requirements 2. Control Scope
3. Define Scope
4. Create WBS

Plan Scope management
• Plan Scope Management is the process of creating a
scope management plan that documents how the
project scope will be defined, validated, and
controlled.
• The key benefit of this process is that it provides
guidance and direction on how scope will be
managed throughout the project.

Plan Scope management
1. Project management plan 1. Expert judgment 1. Scope management plan
2. Project charter 2. Meetings 2. Requirements management
3. Enterprise environmental Plan
factors
4. Organizational process
assets

Collect Requirements
• the process of defining and documenting
stakeholder’s needs to meet the project
objectives

1. Scope management plan 1. Interviews 1. Requirements
2. Requirements 2. Focus groups documentation
management plan 3. Facilitated workshops 2. Requirements traceability
3. Stakeholder management 4. Group creativity Matrix
plan techniques
4. Project charter 5. Group decision-making
5. Stakeholder register techniques
6. Questionnaires and
surveys
7. Observations
8. Prototypes
9. Benchmarking
10. Context diagrams
11. Document analysis
Interviews
 Interviews refer to a formal or informal one-on-one interaction with stakeholders.
Focus Groups
 A Focus Group consists of prequalified stakeholders and subject matter experts.
Facilitated Workshops
 Facilitated Workshops are focused sessions in which the key cross-functional stakeholders
define requirements.
Group Creativity Techniques
 Group Creativity Techniques refer to group activities that help in identifying project and product
requirements.

Group Decision Making Techniques
 Group Decision Making Techniques refer to an assessment process of multiple alternatives
with an expected outcome in the form of future-action-resolution.
Questionnaires and Surveys

 Questionnaires are a quick way to get feedback or information from a large number of
respondents spread across diverse geographical areas.
Observations
 Observations refer to viewing users perform their jobs and carry out processes in their
environment.
Prototypes
 Prototypes refer to the technique of creating a working model of the expected product to
get early feedback on requirements.

Requirements Management Plan
• Process
• Traceability
• Change Control
• Requirements Attributes
• Prioritization
• Metrics
Define Scope
• Developing a detailed scope statement as the
basis for future project work and decisions

Define Scope
1. Scope management plan 1. Expert judgment 1. Project scope statement
2. Project charter 2. Product analysis 2. Project documents
3. Requirements 3. Alternatives generation updates
documentation 4. Facilitated workshops
assets

Project Scope Statement
• Product Scope Description
• Project Deliverables
– Tangible deliverables
– Intangible deliverables
• Project Boundaries
• Product Acceptance Criteria
• Project Assumptions
• Project Constraints

Project Scope Statement
Got it wrong !

Create WBS
• Is the process of subdividing the major project deliverables
and project work into smaller, more manageable
components…
• The lowest level of the WBS is referred to as a work package.
• For every work package a WBS dictionary is compiled.
• The scope baseline consists of the approved detailed project
scope statement, WBS and WBS dictionary.

Create WBS

Create WBS
PURPOSE
1. IMPROVES accuracy of time, cost, and resource estimation
2. DEFINES a baseline for measuring and controlling performance!
3. FACILITATES unambiguous responsibility assignments!

Create WBS
Increases final project cost due to undesirable changes that also spoil project rhythm !

WBS
Work Breakdown Structure
A deliverable-oriented hierarchical decomposition
of work to be executed by the project team to:
• Create required tasks mapped to deliverables
• Accomplish project objectives, objectively !
• Arrive at common team understanding of the tasks

WBS
WBS organizes and defines the total scope and
represents specified work in the current approved
Scope Statement!
What is a work package?
Lowest level of WBS. A work package can be
scheduled, cost estimated, monitored, and
controlled.


In WBS…
Each descending level provides increasingly detailed definition of project work.
Planned work at lowest level WBS Components (work package) is:

• Scheduled
• Resource Allocated
• Cost estimated
• Monitored & Controlled
• Tracked

Create WBS
1. Scope management plan 1. Decomposition 1. Scope baseline
2. Project scope statement 2. Expert judgment 2. Project documents
3. Requirements documentation updates
4. Enterprise environmental
factors

WBS
• Decomposition
-- process of breaking down major project deliverables or sub-deliverables
into smaller, manageable components
• WBS Component
– An entry in the WBS that can be at any level.
• Work Package
– A deliverable at the lowest level of each branch of the WBS.
• Control Account (CA)
– A management control point in the WBS, typically at any level above the work
package level, that is tracked and compared to ‘earned value’ for
performance measurement.

WBS
 WBS Dictionary contains one or many of the following
• A brief description of the scope or statement of work.
• Defined deliverables.
• Activities required for the work package.
• Start and end dates.
• Resources required.
• Cost estimates.
• Defined milestones.
• Contract information.
• Quality requirements.

WBS
• Code of Accounts
– The numbering system used to uniquely identify each component of the WBS.
• Scope Baseline
– An approved specific version of the Scope Statement and it’s associated WBS
and WBS Dictionary.

Validate Scope
• is the process of obtaining the stake holder's
formal acceptance of the completed project
scope and associated deliverables…
Development Team Internal Review Formal Acceptance

Validate Scope
1. Project management plan 1. Inspection 1. Accepted deliverables
2. Requirements 2. Group decision- 2. Change requests
documentation making Techniques 3. Work performance information
3. Requirements traceability 4. Project documents updates
matrix
4. Verified deliverables
5. Work performance data

Verify Scope vs. Perform Quality Control
Verify Scope Perform Quality Control

Concerned with acceptance of work Concerned with correctness of work
results. results.
Performed at the end of a phase or Performed throughout the project
end of the project. but can also be performed in parallel
with Scope Verification.
Performed by the customers and users. Performed by project QC team.

Control Scope
• Concerned with influencing the factors that
create project scope changes and controlling
the impact of those changes…

Control Scope
1. Project management plan 1. Variance analysis 1. Work performance information

2. Requirements documentation 2. Change requests
3. Requirements traceability matrix 3. Project management plan updates
4. Work performance data 4. Project documents updates
5. Organizational process assets 5. Organizational process assets
updates

Quiz
1. During What part of the Project Management Process is the Project Scope created?
A. Planning
B. Initiating
C. Executing
D. Monitoring & Control
2. During a regular project meeting, one of the team members suggests a nice feature that customer may like
. But the Project Manager says No to this nice feature saying project should concentrate on only on what is
required for the project to get completed and nothing else. This is an example of:
A. Scope Management
B. Change Management
C. Project Management
D. Quality Management

Quiz
3. A Software project is under construction Phase. After this only Testing & Implementation phase is done.
The Project is 3 weeks ahead of the Schedule!! As a Project manager, what would you be most concerned
about?
A. Quality Control
B. Scope Verification
C. Cost Control
D. Change Control
4. There are two processes in the Project Scope Management Knowledge Area under the Monitoring &
Controlling Process Group. Which ones are they?
A. Validate Costs, Control Costs
B. Validate Scope, Control Costs
C. Control Schedule, Control Scope
D. Validate Scope, Control Scope

Quiz
5. Which of the following is not True regarding subdividing the work in the WBS
A. Subdivide until it has meaningful conclusion
B. Subdivide until it can be done by a single person
C. Subdivide until it cannot be logically subdivided further
D. Subdivide until it can be realistically estimated
6. As a Project Manager what can you use to clearly communicate what work is included in the Work
Packages.
A. Requirements Document
B. Scope Statement
C. Project Management Plan
D. WBS dictionary

Quiz
7. You work as a Project Manager in a Construction Company. You are working on the development of the
WBS for a project. While doing that, you suggest your team members to use numbering system for WBS. You
suggested this because WBS numbering system allows project team members to:
A. Estimate the costs of WBS elements
B. Identify WBS Items uniquely
C. Estimate project completion dates
D. Identify configuration management milestones
8. Scope Decomposition in WBS can be achieved by:

A. Only an expert
B. Group Discussions within team and other stakeholders
C. Project Manager only as he is the one responsible for the project planning
D. The client

Quiz
9. You worked with your team to come out with various alternatives to achieve a particular feature. After
that, you ranked all the ideas in the order of importance. Which of the following techniques have you used to
come up with it?
A. Alternative Identification
B. Brainstorming
C. Nominal Group Technique
D. Affinity Diagram
10. Which one of the following best describes the Scope Baseline for a project?
A. WBS, WBS Dictionary and Project Management Plan

B. WBS Dictionary, WBS and Requirements Management Plan
C. WBS, WBS Dictionary and Scope Statement
D. WBS, WBS Dictionary and Requirements Documentation

Answers to Quiz
Answer1: The right answer is A. Planning. There are only 6 processes in Scope management, 4 in Planning and 2 in Monitoring & Control.
Answer2: If you answered A. Scope Management. You are right. This is what Scope Management is all about.
Answer3: The right answer is B. Scope Verification. Unless the deliverables is accepted by the customer or sponsor as part of Scope verification
process, you will not be sure, if Project is really 3 weeks ahead of schedule.
Answer4: The right answer is D.
Answer5: The right answer is B. Subdivide until it can be done by a single person. All other are important properties to be considered while
coming with a WBS.
Answer6: The right answer is D. WBS dictionary WBS dictionary has detailed work description of each of the team members.
Answer7:B
Answer8:B
Answer9:C, is used to rank the ideas
Answer10:C

Project Scope Management – Gold Plating
Giving extra to the customer vs. Project Scope (Gold plating) is discouraged by PMI

Project Scope Management – Scope Validation

Project Scope Management – 

Summary
• Q&A
• Discussions

Project Schedule Management

High High Medium
Sujoy Dutta, PMP
Purpose?

Timely completion of the project !

 In simple words the project Schedule Management processes describe

how to monitor and control time spent within a project.
 Every resource on the project needs to know what to do and when.
Without an agreed and realistic schedule, time may be wasted waiting for
predecessor tasks to complete or tasks may be done out of sequence,
leading to rework and additional costs.
 Using the Schedule Management processes, the amount of time being
spent by the project team can be controlled, which will increase the
chances of delivering the project on time and as scheduled.

Schedule Management
Plan Schedule Management Estimate Activity Durations

 Schedule management plan => Duration Estimates
Develop Schedule
Define Activities
 Project Schedule
 Activity List
 Schedule Baseline
 Activity Attributes
 Milestone List
Sequence Activities
 Project Network Diagrams Control Schedule
 Project document updates  Work performance information
 Schedule forecasts
Estimate Activity Resources  Change requests
 Resource Requirements
 Resource breakdown structure

Project Schedule Management Processes

Controlling
•Plan Schedule management • Control Schedule
•Define Activities
•Sequence Activities
•Estimate Activity Durations
•Develop Schedule

Plan schedule management
• Plan Schedule Management is the process of establishing the

policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project
schedule.
• The key benefit of this process is that it provides guidance and
direction on how the project schedule will be managed
throughout the project.

Plan schedule management

1. Project management plan 1. Expert judgment 1. Schedule management
2. Project charter 2. Analytical techniques Plan
3. Enterprise environmental 3. Meetings
factors

Define Activities
• Identifying the specific schedule activities that
must be performed to produce various project
deliverables

Define Activities
1. Schedule management plan 1. Decomposition 1. Activity list
2. Scope baseline 2. Rolling wave planning 2. Activity attributes
3. Enterprise environmental factors 3. Expert judgment 3. Milestone list

Define Activities - OUTPUT
ACTIVITY LIST
Consists of all the schedule activities to be performed to complete the
project.
Includes the activity identifier and a scope of work description for each
activity in sufficient detail to help team members understand what
work is required to be accomplished!

Activity attributes
Extend the description of each activity by identifying multiple components

associated with each activity.
Please note: components for each activity evolve over time. During initial
stages of the project they include: activity ID, WBS ID, and activity name.

Activity attributes
When completed they may include:
1) activity codes, activity descriptions
2) predecessor, successor, logical relationships
3) leads and lags
4) resource requirements
5) imposed dates
6) Constraints, and assumptions.

Activity attributes
Question: What is the use of activity attributes?
Answer:
1) Used to identify the person responsible, geographical area, and activity
type such as level of effort (LOE)
2) Used for schedule development.
3) Used for selecting, sorting, ordering in various ways within reports.

Milestone list
Identifies all milestones and indicates:
- Mandatory milestones (in contract)
- Optional milestones (as per project requirements/historical
information)
Milestones list is a component of project management plan
Milestones are used in schedule mode

Milestone list as represented on Software Interface

Milestone list, example. What’s wrong with this one ? !

Sequence Activities
• Identifying and documenting dependencies
among schedule activities
C D
A

Sequence Activities
1. Schedule management 1. Precedence diagramming 1. Project schedule network
plan method (PDM) diagrams
2. Activity list 2. Dependency 2. Project documents
3. Activity attributes determination updates
4. Milestone list 3. Leads and lags
5. Project scope statement
factors
Assets

Dependency Determination
• Mandatory Dependency or Hard Logic
• Discretionary Dependency or Soft Logic or
Preferred Logic or Preferential Logic
• External Dependency

Precedence Relationship
S Predecessor F
S Successor F

Precedence Relationship
• Finish-to-Start (FS) A
– B cannot start till A finishes B
– A: Lay foundation; B: Construct. Gr. Floor
• Start-to-Start (SS)
A
– B cannot start till A starts
– A: Pour foundation; B: Level concrete B
• Finish-to-Finish (FF)
– B cannot finish till A finishes A
– A: Add wiring; B: Inspect electrical B
• Start-to-Finish (SF)
– B’s finish determined by A’s start (rare) A
– A: Make Dosa; B: Make Dosa Batter B

Lead and Lag
Accelerating the next activity
LEAD
Activity 1
Activity 2
Activity 1
Activity 2
LAG
Lag is waiting time between two tasks
Precedence Diagramming Method
Stop
Start
SCHEDULE MANAGEMENT
Sujoy Dutta, PMP
Gantt Chart

Estimation
Estimate is a quantitative assessment of the likely amount
or outcome. It should always include some indication of
accuracy (e.g., plus/minus a certain percentage).
Order of Magnitude Estimate
Accuracy: -25% to +75%
At initial phases
Definitive Estimate
Accuracy: -5% to +10%
As you move forward in project

Estimation Techniques
• Analogous (Top down)
• Parametric
• Bottom Up
• Three Point Estimates
– PERT Estimate = (O + 4M + P) / 6

Estimation Techniques
 Analogous (Top down) - an estimate done using the values of parameters from
previous experiences with similar activities.
 Parametric - uses a statistical relationship between historical data and other
variables to calculate an estimate for activity parameters e.g. multiplying the
planned work to be performed by the historical cost per work unit to obtain an
estimated cost value.
 Bottom Up– Estimating based on individual work packages of the WBS and rolled-
up to get the total estimate for the project. This estimate is normally the most
accurate because it is based on estimating at detail level.
 Three Point Estimates - uses a three-point estimating technique, with weighted
averages of optimistic, pessimistic and most likely estimates. The most likely
estimate is weighted most heavily
• PERT Estimate = (O + 4M + P) / 6

Estimate Activity Durations
• estimating the number of work periods that
will be needed to complete individual
schedule activities

Estimate Activity Durations
1. Schedule management plan 1. Expert judgment 1. Activity duration estimates
2. Activity list 2. Analogous estimating 2. Project documents
3. Activity attributes 3. Parametric estimating updates
4. Activity resource requirements 4. Three-point estimating
5. Resource calendars 5. Bottom up
6. Project scope statement 6. Group decision-making
7. Risk register techniques
8. Resource breakdown structure 7. Reserve analysis
factors

Develop Schedule
• analyzing activity sequences, durations,
resource requirements and schedule
constraints to create the project schedule

Develop Schedule
1. Schedule management plan 1. Schedule network analysis 1. Schedule baseline
2. Activity list 2. Critical path method 2. Project schedule
3. Activity attributes 3. Critical chain method 3. Schedule data
4. Project schedule network diagrams 4. Resource optimization 4. Project calendars
5. Activity resource requirements techniques 5. Project management plan
6. Resource calendars 5. Modeling techniques updates
7. Activity duration estimates 6. Leads and lags 6. Project documents updates
8. Project scope statement 7. Schedule compression
9. Risk register 8. Scheduling tool
10. Project staff assignments
11. Resource breakdown structure

Project Schedule
 A project schedule is the agreed upon start dates, durations
and end dates of the project tasks sequenced in a logical order.
 This is done by analysing activity sequences, durations,
resource requirements, and schedule constraints.
 The baseline schedule is the finalized and approved version
that will be used to control the project schedule.
 The schedule management plan contains details like, how to
go about planning the project schedule and how to effectively
manage and control the project to the schedule baseline.
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Project Schedule
Project schedules support the following:
 They provide a basis to monitor and control project activities.
 They help with determining how best to allocate resources to
achieve the project goal.
 They help with assessing how time delays will impact the project.
 They enable the identification of where excess resources are
available for re-allocation to other tasks or projects.
 They provide a basis for tracking project progress.
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Resource Leveling
Sujoy Dutta, PMP

Project Network Diagrams
• Pictorial representation of project activities
• A summary description of Sequence Activities sequencing approach
accompanies them
• Unusual sequences, if any, are properly narrated
• A network diagram is traditionally known as PERT Chart, however PERT
(program evaluation and review technique was a particular type of
network diagram using weighted average

Project Network Diagrams
S B E F
3w 12w 4w
A C G H K L
5w 4w 6w 2w 5w 2w
D I J
8w 4w 3w
F

Critical Path
• What is Critical Path
”It is the longest path in the project network diagram which represents the shortest time in
which the project can be done” - PMBOK
• Importance
• Relation to Risk
• Nature of Critical Path
• Critical Path changes while tracking
• Changes while change in scope of works
• Multiple Critical Paths
• Changes while monitoring!
Critical Path
• Longest duration path
• Shortest time for Project to finish

Critical Path
• Longest duration path
• Shortest time for Project to finish

Critical Path Method
• Forward Pass
• Backward Pass
• Calculate Float
– Total Float is the time a single task can be delayed without delaying project completion.
– Free Float is the time a single task can be delayed without delaying the early start of the successor task.
• Identify the critical path

Float or Slack
• Float (Total Float) or Slack(Total Slack)
– The amount of time a task can be delayed without
delaying the project completion date.
• Free Float or Free Slack
– The amount of time a task can be delayed without
delaying the Early Start date of it’s successor, i.e.
without affecting the float of it’s successor tasks.
Float or Slack
How to calculate float ?

Exercise – Determine Float

Solution – ES, EF, LS, LF

Solution – ES, EF, LS, LF

Solution – Critical Path

Schedule Compression
Schedule compression is the shortening of the project
schedule without affecting the project scope.
• Crashing
– Adding more resources to the Critical Path tasks.
• Fast Tracking
– Doing activities on the Critical Path, in parallel, that would normally be done in
sequence

Control Schedule
• Control Schedule is the process of monitoring the status of project
activities to update project progress and manage changes to the schedule
baseline to achieve the plan.
- Definition: Guide to the PMBoK® 6thEdition
• The key benefit of this process is that it provides the means to recognize
deviation from the plan and take corrective and preventive actions and
thus minimize risk.

Control Schedule
1. Project management plan 1. Performance reviews 1. Work performance
2. Project schedule 2. Project management software information
3. Work performance data 3. Resource optimization 2. Schedule forecasts
4. Project calendars techniques 3. Change requests
5. Schedule data 4. Modeling techniques 4. Project management plan
6. Organizational process Assets 5. Leads and lags updates
6. Schedule compression 5. Project documents updates
7. Scheduling tool 6. Organizational process assets
updates

Quiz
1. Assume that the Management has asked you to get the Project completed two weeks early. What is the
BEST thing for you to do?
A. Consult the Project Sponsor
B. Crash
C. Fast Track
D. Advise the management of the Impact of the Change
2. A dependency requiring that design be completed before manufacturing can start is an example of a:
A. Scope Dependency
B. Mandatory Dependency
C. External Dependency
D. Discretionary Dependency

Quiz
3. Which of the following is the BEST thing to do to try to complete a Project two days earlier?
A. Meet the team and look for options for crashing or fast tracking the critical path
B. Motivate the team to work hard and look for status next month
C. Tell your boss that its not possible
D. Inform customer that critical path does not allow early completion
4. A Project Manager has received activity duration estimates from his team. Which of the following does he
need in order to complete schedule development.
A. Change Request
B. Reserves
C. List of Preventive Actions
D. Change Control Procedure

Quiz
5. During the Project Execution, a large no of changes are made to the Project. The Project Manager should:
A. Talk to management before any changes are made
B. Make only the changes approved by the Management
C. Make approved changes and retain Schedule baseline
D. Wait for all the changes to happen and print a new Schedule
6. Which of the following is the BEST project management tool to determine the longest time the project will
take?
A. Project Charter
B. Milestone Chart
C. Network Diagram
D. WBS

Quiz
7. Reserve Analysis involves:
A. Estimating by multiplying the quantity of work by productivity rate
B. Incorporating time buffers into the activity duration estimates
C. Developing project schedule with contingency reserves as a recognition of the schedule risk
D. Adding resource reserves to the activity resource estimates
8. Kathy is a project manager in a Retail company. In her project, she came across a situation where a critical
task was delayed by a few days. As the next step, she allocated three more team members to the task so
as to control the project. Which of the following techniques is used here?
A. Fast Tracking
B. Crashing
C. Optimizing schedule
D. Monitoring and Controlling

Quiz
9. A project has three critical paths. Which of the following BEST describes how this affects the project?
A. It makes it easier to manage.
B. It increases the project schedule risk.
C. It requires more people.
D. It makes it more expensive.
10. Kim is managing a big complex project spanning across at least six years. She has decided to detail out the
plan for coming phase, and left the rest of the plan at a macro level. This is an example of:
A. Non Conformance
B. Inadequate Planning
C. Progressive Elaboration
D. Project Planning

Answers to Quiz
• Answer1: The right answer is D. Advise the management of the Impact of the Change. Yes, Fast Tracking,
Crashing etc. are done to reduce the project schedule, but first thing is to understand the impact of the
change.
• Answer2: If you answered B. Mandatory Dependency. You are right. As the name suggests, this is an
example of mandatory dependency.
• Answer3: The right answer is A. Meet the team and look for options for crashing or fast tracking the critical
path. The first optional ways is to understand what best can be done, before going ahead to any other
task. Also, when it comes to schedule compression, Crashing or fast tracking are the two options.
• Answer4: The right answer is B. Reserves. Refer to your Develop Schedule process area knowledge, once
the team member give their estimate, a good project manager should add some extra estimate to it,
which is called Reserves. This is also called Padding the estimate.
• Answer5: The right answer is C. Make approved changes and retain Schedule baseline. Note that its not
bad to have changes, but changes must be managed and baseline should also be maintained.

Answers to Quiz
• Answer6: The right answer is C. Network Diagram. I hope you found it pretty straightforward.
• Answer7: B, Answer C might seem more likely, but note the fine difference that Reserve Analysis is purely
a technique of determining activity duration, not a schedule development technique.
• Answer8: B, Crashing is a schedule compression technique to reduce duration by adding more resources
• Answer9: More critical paths mean more critical tasks and increased chances of schedule delay risk
• Answer10: Detailing out the project plan as and when the project progresses is Progressive elaboration

Best Practices
• The fundamental tip is ‘Do not ignore project management principles on planning’. Intuition built out of
experience is handy but not a substitute for sound scheduling practices.
• No time compression programs are available yet, that would help squeeze 16 hours of work into an 8 hour
schedule!! Therefore, Schedule only what you can accomplish
• Do not schedule anything to be delivered ‘yesterday’. If you really believe you cannot accomplish a given task,
negotiate with the customer. It is simply not worth committing something in bravery and putting a sorry face later
• If the customer pushes hard for an unrealistic deadline, meet & explain why the imposed deadline is not
achievable. Offer incremental development and if he is still unconvinced, warn him of the probable consequences,
upfront. Customer delight is not equal to accepting whatever customer says !!
• If we are behind schedule, we cannot add more programmers and catch up. The relationship between the number
of people working and the overall productivity is not linear. Fewer people and longer time period is a better option
• Track relentlessly. There will always be a few things that will beat the schedule. Make sure it is not the entire
project!
Summary
• Q&A
• Discussions

Project Schedule Management 
Who wants to
work late
nights, raise
your hands !

Project Cost Management

High High High
Sujoy Dutta, PMP
Project Cost Management includes the processes involved in
planning, estimating, budgeting, financing, funding, managing,
and controlling costs so that the project can be completed
within the approved budget.
- Definition: Guide to PMBOK ® 6thEdition
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Project Cost Management Processes
Cost Management
Plan cost management

 Cost management plan
Estimate Costs
 Activity cost estimates
 Basis of estimates
Determine Budget
 Cost performance baseline
 Funding requirements
Control Costs
 Work performance information
 Cost forecasts
 Change requests
 Project management plan updates

Controlling
1. Plan cost management 1. Control Costs
2. Estimate Costs
3. Determine Budget

Project Cost Management plan states:
“How costs will be controlled, estimating units of measure, estimating precision,

permissible variance thresholds, earned value rules and reporting formats.”
- PMBoK 6
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1. Project management plan 1. Expert judgment 1. Cost management plan
2. Project charter 2. Data Analysis
3. Enterprise environmental 3. Meetings
factors

Estimate Costs
• Developing an approximation of the costs of
the resources needed to complete project
activities

Estimate Costs
1. Project management plan 1. Expert judgment 1. Cost estimates
2. Project documents 2. Analogous estimating 2. Basis of estimates
3. Enterprise environmental factors 3. Parametric estimating 3. Project documents updates
4. Organizational process assets 4. Bottom-up estimating
5. Three-point estimating
6. Data analysis
7. Project management
information system
8. Decision making

Determine Budget
• Determine Budget is the process of aggregating the estimated
costs of individual activities or work packages to establish an
authorized cost baseline.
• The key benefit of this process is that it determines the cost
baseline against which project performance can be monitored
and controlled.

Determine Budget
1. Project management plan 1. Expert judgment 1. Cost baseline
2. Project documents 2. Cost aggregation 2. Project funding requirements
3. Business documents 3. Data analysis 3. Project documents updates
4. Agreements 4. Historical information review
5. Enterprise environmental 5. Funding limit reconciliation
factors 6. Financing

Cost Baseline

Cost Baseline

Reserve Analysis
 Contingency Reserve (known-unknown):
 Know that it’s going to happen but till what extent is known.
 Project manager is authorized to have it.
 Also known as buffers, cost reserves.
 Management Reserve (unknown-unknown):

 Nothing is known
 Project manager is not authorized to have it. He needs to take prior
approval.
 These are not the part of project cost baseline.
 They are not included as part of the EVM calculations.

Control Costs
• Control Costs is the process of monitoring the status of the
project to update the project costs and managing changes to
the cost baseline.
• The key benefit of this process is that it provides the means to
recognize variance from the plan in order to take corrective
action and minimize risk.

Control Costs
1. Project management plan 1. Expert judgment 1. Work performance
2. Project documents 2. Data analysis information
3. Project funding requirements 3. To-complete performance 2. Cost forecasts
4. Work performance data Index (TCPI) 3. Change requests
5. Organizational process assets 4. Project management 4. Project management plan
information system updates
5. Project documents updates

EVMS
• Integrates Scope, Time, cost
• The Earned Value Technique is a method to measure project
performance against the Project baseline. Result from an
Earned Value analysis indicate potential deviation of the
Project from cost and schedule baselines.
• Forecast its completion date and final cost
• Provide schedule and budget variances

EVMS Parameters
• PV Planned Value
Also Called BCWS (Budgeted Cost of work Scheduled)
Estimated value of the work planned to be done
• EV Earned Value
Also called BCWP (Budgeted cost of work performed)
Estimated value of work actually accomplished
• AC Actual Cost
Also called ACWP (Actual cost of work performed)
Actual Cost incurred

EVMS – Variances and Indexes

EVM: Varied situations
IF AC > EV AC = EV AC < EV
THEN CV < 0 CV = 0 CV > 0
CPI < 1 CPI = 1 CPI > 1
The project is Over Budget On Budget Under Budget
COST MANAGEMENT
Sujoy Dutta, PMP
EVM: Varied situations
IF EV < PV EV = PV EV > PV
THEN SV < 0 SV = 0 SV > 0
SPI < 1 SPI = 1 SPI > 1
The project is Behind Schedule On Schedule Ahead of

Schedule
COST MANAGEMENT
Sujoy Dutta, PMP
EVMS - Interpretation
How is the project doing each week ?

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Quiz

Quiz

Quiz
5. A Project with a total funding of $100,000 finished with a BAC value of $95,000. What term can
BEST describe the difference of $5,000?
A. Cost Variance
B. Management Overhead
C. Management Contingency Reserve
D. Schedule Variance
6. Project Cost Management Plan is created as a part of:

A. Develop Project Management Plan process
B. Estimate Costs process
C. Determine Budget process
D. Control Costs process

Quiz
7. Your Project has a CPI of 0.80 and an EAC of $ 1265825. What is the BAC?
A. $ 1000000.00
B. $ 1582281.00
C. $ 1012660.00
D. None of the above
8. Susan is working on a Telecom Project. Some part of the project is already complete. One of the Project
Stakeholders has asked her for a report on costs. She has prepared a report where the CPI stands to be
1.06. What does this mean?
A. The Project is performing better on project schedule
B. The Project is not performing better on project schedule
C. The Project is performing better on costs
D. The Project is not performing better on costs

Quiz
9. The stakeholders have called for a weekly meeting where Nancy (PM) is expected to provide the
information on how much the project will cost based on project's current performance on cost. Which of the
following would be helpful for her?
A. Budget at Completion
B. Actual Costs
C. Estimate at Completion
D. Estimate to Complete
10. Tony wants to find out the appropriate spending rate in order to meet the planned budget. Which of
these should he use for this purpose?
A. To Complete Performance Index (TCPI)
B. Estimate at Completion (EAC)
C. Budget at Completion (BAC)
D. Cost variance (CV)

Answers to Quiz

Answers to Quiz
• Answer5: C, At completion the BAC represents the revised Cost baseline for the project. Management
reserves are not part of the cost baselines but they are part of the Project Funding requirements.
Therefore the difference between the Cost Baseline and Funding requirement at Project completion is
Management Contingency Reserve.
• Answer6: A
• Answer7: C, EAC = BAC/CPI, BAC = EAC* CPI
• Answer8: C, Since the CPI is 1.06, the project is performing better on costs
• Answer9: C, Do not confuse with Estimate to complete which is balance amount to complete a project
• Answer10: A, TCPI is used to calculate the spending rate performance in order to meet budget

Project Cost Management -
What is your How much
minimum budget maximum can
requirement for you approve?
this project?
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Baseline -
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Summary
• Q&A
• Discussions

Project Quality Management

Medium Medium High
Sujoy Dutta, PMP
• Project Quality Management includes the processes for incorporating the
organization’s quality policy regarding planning, managing, and controlling project
and product quality requirements in order to meet stakeholders’ objectives.
• Project Quality Management also supports continuous process improvement
activities as undertaken on behalf of the performing organization.
– Definition: Guide to PMBoK® 6thEdition
• The standards can be set by you or the customer or by established norms such as legal
requirements.
• The project manager is responsible for project quality, whereas senior management is
responsible for quality of the whole organization.
• Quality has to be planned in and cannot be inspected in because it’s too late by then ! 302
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Standard Definition of Project Quality Management
 Quality is “the degree to which a set of inherent characteristics

fulfil requirements” - PMBOK® Guide 6th edition (Glossary)
 “Conformance of requirements of the customer” – Philip Crosby
 “Predictable uniformity & dependability at low cost and suited to

the market” – W. Edwards Deming
 “Fitness for use” – Joseph Juran

Definition of Project Quality Management
• Project Quality Management deals with quality
processes, roles and responsibilities and quality goals of
the organization
• Project quality management addresses both: Impact of Poor

a) Management of the project Quality
•Increased Cost
b) Management of project’s product
•Low customer
satisfaction
• We MUST succeed in meeting quality requirements for
both:
a) Project
b) Product of the project

Terms / Meaning
STANDARDS REGULATIONS
• A standard is something that • A regulation is mandatory.
is approved by a recognized
body.
characteristics that should be almost always impose

?
• Employs rules, guidelines, or • Governments or institutions
followed. regulations, Also,

organizations might have
their own self-imposed
regulations.
Sujoy Dutta, PMP

Quality Vs. Grade
Quality is the degree to which a set of inherent characteristics fulfill requirements,
whereas, grade is a category assigned to products or services having the same
functional use but different technical characteristics:
• Low grade: Limited number of features
• Low quality: Defective deliverables, poor documentation
• Low quality is always a problem. Low grade may not be
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Optimal Quality Level
•Quality comes at a cost
•Optimal Quality is reached at the

point where the incremental revenue
from improvement equals the
incremental cost to secure it.

Project Quality Management Processes
Initiating Planning Executing Monitoring and Closing
Controlling
Plan Quality Management Manage Quality Control Quality
Plan Quality Management Manage Quality Control Quality
Determine a Plan for the Quality. Determine if the Project is complying Measure specific project
with the Organizational (as well as results against standards.
Project) policies and procedures.
Major task is preparation of Major task is conducting regular Major activity is defect repair
Quality Management Plan. project Audits. and measuring whether the
quality indicators are improving
or not.
Results of the Audit are corrective
and preventive actions.

Project Quality Management Processes
Quality Management
Plan Quality Control Quality

 Quality management plan  Quality control measurements
 Process improvement plan  Validated changes
 Quality metrics  Validated deliverables
 Quality checklists  Work performance information
 Project documents updates  Change requests
Manage Quality
 Change requests
 Project management plan updates
 Project documents updates
 Organizational process assets updates

Plan Quality Management
• Plan Quality Management is the process of identifying quality

requirements and/or standards for the project and its deliverables, and
documenting how the project will demonstrate compliance with relevant
quality requirements.
• The key benefit of this process is that it provides guidance and direction
on how quality will be managed and validated throughout the project.

Plan Quality Management
1. Project charter 1. Expert judgement 1. Quality management plan
2. Project management plan 2. Data gathering 2. Quality metrics
3. Project documents 3. Data analysis 3. Project management plan
4. Enterprise environmental 4. Decision making updates
factors 5. Data representation 4. Project documents updates
5. Organizational process assets 6. Test and inspection planning
7. Meetings

Plan Quality management - Inputs
Enterprise environmental Factors provide:
Risk Register
a) Standards and regulations
• Provides threats and opportunities that may impact quality
b) Rules, standards, and guidelines
requirements
specific to the application area, and
c) Working/ operating conditions of the
project/ product which may affect Stakeholder Register
quality. • Identifies stakeholders with a particular interest , or impact
on quality.
Organizational process assets provide:
a) Quality policy, procedures and
guidelines,
b) historical database, and
c) lessons learned.

Plan Quality – Tools
Cost/ Benefit analysis
a business case for each quality that compares the cost to the benefit.
COSTS BENEFITS
• Training • Less rework
• Surveys • Lower costs
• Studies • Higher productivity
• Appraisal • Increased stakeholder satisfaction
• Design Review

Benchmarking
The process of comparing one's project/business processes and performance metrics to industry
bests and/or best practices from other project/industries.
•Purpose: To generate ideas for improvements and offer standards to measure performance.
•Method: We compare the actual or planned project’s practices to those of other projects.
•Sources: These projects can be:

a) within performing organization or outside
b) Within same application area or in another Application area

Design of Experiments
An analytical technique that is used to set up experiments to determine the ideal solution for a
problem utilizing a limited number of sample cases.
Automotive Designers use this technique to determine which combination of suspension and tyres
will produce the most desirable cushioning characteristics.
Output 1 Output 2 Output 3

Cost of Quality
Cost of quality includes all costs incurred over the life of the Product by investing in preventing
non conformance to requirements and ensuring that the product conforms to requirements.
Cost of Conformance Cost of Non Conformance

•Training •Rework
•Time to do it right •Scrap
•Quality Training •Warranty Work Cost
•Inspection •Liabilities
•Testing •Lost business
•Process documentation
This is the money lost during and after the
This is the money spent during the Project Project because of failures
to avoid failures

Plan Quality – Seven basic tools

Tools- Cause and effect diagram
• Also called
– Fish Bone Diagram
– Ishikawa Diagram
• Used to identify the root cause
of a problem or defect.
• Used for proactive analysis
– quality planning and assurance
• Used for reactive analysis
– quality control
• Encourages group participation

Flow Charting
Show the logical steps needed to accomplish an objective and interrelation of individual elements
of a system..
Purpose - These charts assist project

team to assess the type and area
where quality problems may appear.

Tools- Pareto Chart
• Pareto Chart is a type of Histogram
where the plotted values are arranged
in descending order.
• Represents the most common sources
of defects – 80-20 Rule.
• Rank-ordered histogram used
to prioritize corrective action.
• Used to separate the vital few
(20% causes) from the trivial
many (80% causes).

Histogram
A histogram is a vertical bar chart showing how often a particular variable occurred.
Purpose - Histograms are used to plot density

of data, and often for density estimation,
estimating the probability density function of
the underlying variable.

Tools- Run Chart
Also known as a run-sequence plot, is a graph that displays observed data in a time
sequence. Often, the data displayed represent some aspect of the output or performance
of a manufacturing or other business process.
Run charts are similar to the control charts used in statistical process control, but do not
show the control limits of the process.
Observed data 
Time 
322
Sujoy Dutta, PMP
Tools- Control Chart
Purpose of Control Chart
•Used to determine whether or not process

is stable or has predictable performance.
•Upper and lower specification are set

based on the requirements, reflecting
minimum and maximum values allowed.

Tools- Control Chart
•There may be penalties for crossing these limits.
•For repeatable processes are generally +/- 3 sigma!

Tools- Scatter Diagram
• Purpose - Analyzing relationships between two variables plotted on the horizontal axis and on the vertical
axis. The pattern of their intersecting points can graphically show relationship patterns.
• Used to examine theories about cause-and-effect relationships and to search for root causes of an
identified problem.
• Used to design a control system to ensure that gains from quality improvement efforts are maintained.

Six Sigma
•Six Sigma
•Lean Six Sigma
•Quality Function Deployment.
•CMMI, etc
• Standard deviation is used to measure how far

the data is from the mean.
• Sigma is another name for Standard deviation.
• In any such distribution, if you go one sigma
above or below the mean, it covers 68% data.
• At Six sigma, the distribution covers 99.99985%
of the data. So if a company operates at
6sigma, less than 3.4 defects are expected from a
sample of 1 million.
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.
• Nominal group technique. This technique is used to allow ideas to be brainstormed in small
groups and then reviewed by a larger group.
• Quality management and control tools. These tools are used to link and sequence the
activities identified.

Force field analysis

Plan Quality – Outputs
Quality management plan
The quality management plan is a component of the project management plan that describes how the
organization’s quality policies will be implemented. It describes how the project management team
plans to meet the quality requirements set for the project.
Details the project quality system that includes:
Team Structure
Roles and Responsibilities
Procedures
Processes, and
Resources (required to implement project quality management)

Quality metrics (Operational definitions)
A quality metrics is an operational definition that describes, in very specific
terms a project or product attribute and how the quality control will measure it.
Examples:
•On-time performance,
•Budget control,
•Defect frequency,
•Failure rate,
•Availability,
•Reliability, and
•Test coverage.

Quality Checklists
It is a component specific, structured tool used to verify a set of required steps
has been performed.
Examples:
•A ‘do this’ list, or ‘have you done this’ monitor!
•These lists ascertain consistency in frequently performed tasks.
•Most organizations have it, or you can get one from commercial service
providers or professional associations.

Process improvement plan
Details steps for analyzing processes to identify activities which enhance their
value.
Project document updates

•Stakeholder Register.
•Responsibility Assignment Matrix

Manage Quality
The process of translating the quality

management plan into executable quality
activities that incorporate the organization’s
quality policies into the project

Manage Quality
1. Project management plan 1. Data gathering 1. Quality reports
• Quality management plan • Checklists 2. Test and evaluation documents
2. Project documents 2. Data analysis 3. Change requests
• Lessons learned register • Alternatives analysis 4. Project management plan updates
• Quality control • Document analysis • Quality management plan
measurements • Process analysis • Scope baseline
• Quality metrics • Root cause analysis • Schedule baseline
• Risk report 3. Decision making • Cost baseline
3. Organizational process assets • Multi-criteria decision 5. Project documents updates
• Analysis • Issue log
4. Data representation • Lessons learned register
• Affinity diagrams • Risk register
• Cause-and-effect diagrams
• Flowcharts
• Histograms
• Matrix diagrams
• Scatter diagrams
5. Audits
6. Design for X
7. Problem solving
8. Quality improvement methods

Manage Vs. Control
MANAGE QUALITY QUALITY CONTROL
Manage Quality is concerned with Control Quality is concerned with
managing the quality processes comparing the work results with the
throughout the project. quality requirements to ensure the
result is acceptable., Therefore, is a
During the Manage Quality process, reactive process.
quality requirements identified
during the Plan Quality Management
process are turned into test and
evaluation instruments.
Sujoy Dutta, PMP

Control Quality
Control Quality is the process of monitoring and recording results of executing the
quality activities to assess performance and recommend necessary changes.
The key benefits of this process include:
1. Identifying the causes of poor process or product quality and recommending
and/or taking action to eliminate them
2. Validating that project deliverables and work meet the requirements specified by
key stakeholders necessary for final acceptance.

Control Quality
1. Project management plan 1. Data gathering 1. Quality control measurements
2. Project documents 2. Data analysis 2. Verified deliverables
3. Approved change requests 3. Inspection 3. Work performance information
4. Deliverables 4. Testing/product evaluations 4. Change requests
5. Work performance data 5. Data representation 5. Project management plan updates
6. Enterprise environmental 6. Meetings 6. Project documents updates
factors

Tools- Statistical Sampling
• It involves choosing part of a population of interest for inspection.
• Sample frequency and sizes should be determined during the plan quality process
so the cost of quality will include the no. of tests, expected scrap, etc.

Tools- Inspection
• An inspection is, most generally, an organized examination or formal
evaluation exercise.
• Involves the measurements, tests, and gauges applied to certain
characteristics in regard to an object or activity.
• The results are usually compared to specified requirements and
standards for determining whether the item or activity is in line with
these targets.
• Inspections are usually non-destructive.

Quality Control - Terms
• Prevention
– Keeping errors out of the process
• Inspection
– Keeping errors out of the hands of the customer
• Attribute or Discrete (Countable) sampling
– The result conforms or it does not
• Variable or Continuous (Measurable) sampling
– The result is rated on a continuous scale that measures the degree of
conformity

Quiz

Quiz
Constraint

Quiz

Quiz
7. Joe is auditing the Quality Requirements and the results from Quality Control Measurements so that
appropriate Quality Standards are ensured. What can be BEST described as to what Joe is exactly doing?
A. Plan Quality Management
B. Control Quality
C. Manage Quality
D. Cross-Check Quality Checklists
8. Paul is the newly appointed Project Manager of an Application Development Project for a Security Project
of his country's government. Paul wants to make sure proactively that each code deliverable is up to the
Project's standards. Which of the following would be of BEST help to him?
A. Quality Management Plan
B. Process Improvement Plan
C. Quality Metrics
D. Quality Checklists

Quiz
9. Rachel has been assigned to look at defects in all of the inspection runs. She has been doing the same for the
past one year for a project. But as time went by, she is finding more and more defects per inspection. She has
created a Quality Task Force to identify the cause of these defects. What action is being done here?
A. Plan Quality Management
B. Defect Repair
C. Preventive Action
D. Corrective Action
10. What is the difference between Manage Quality and Quality control?
A. Manage Quality is concerned with defective repair, while Quality Control is concerned with keeping
mistakes out of customers' hands
B. Quality Control is concerned with preventing errors, while Manage Quality is concerned with keeping
mistakes out of customers' hands
C. Manage Quality is corrective Action, while Quality Control is preventive Action
D. Manage Quality is Preventive Action while quality Control is Corrective Action

Answers to Quiz

Answers to Quiz

Answers to Quiz
• Answer7: C, Manage Quality is the process of auditing the Quality Requirements and the results from
Quality Control Measurements to ensure appropriate
• Quality Standards and Operational Definitions are used.
• Answer8: D, Quality checklists help to make sure that each repetitive deliverable is up to the
• project's standards.
• Answer9: C, Looking at the process and changing the process in order to get conformed
• deliverables is preventive measure.
• Answer10: D, Manage Quality is Preventive Action preventing errors, while Quality Control is Corrective
Action.

Summary
• Q&A
• Discussions

Plan Quality - 
What does this strategy result in ?

Cost of non-conformance 
Defect repair or scrap ? What is the consequence of poor quality ?

Project Resource Management
"A good PM makes his
team realize they have
more ability than they
think they have so that
they consistently do
better work than they
thought they could."
Definition: Guide to the PMBoK® 6th Edition

The process of identifying and documenting project roles, responsibilities, required skills,
reporting relationships, and creating a staffing management plan

Low Medium Medium
Sujoy Dutta, PMP
Project Resources Management
Objectives
• Develop a staffing management plan
• Determine the roles and responsibilities of those involved in the project
• Obtain required resources for project assignment
• Understand what goes into team development
• Evaluate team effectiveness
• Manage Conflicts
Benefits
• Establishes project roles and responsibilities
• Project organization charts
• Staffing management plan including
• Timetable for staff acquisition and release

Project Resources Management Processes
Initiating Planning Executing Monitoring and Closing

Controlling
• Plan Human Resource • Acquire Resource • Control Resources
Management
• Estimate Activity Resources • Develop Team
• Manage Team

Human Resource Management

Plan resource management

 Resource management plan
Acquire Resources
 Project staff assignments
 Resource staff calendars
Develop project team

 Team performance assessments
Manage project team

 Change Requests

Communication Workplace Culture
Conflict Management Motivation and Incentives
Grievance Procedures Review Meetings
Professional Relationship Project Human Retention

Resource Management
Functions Performance Appraisals
Meetings Staff Acquisition
Health and Recognition

Safety Issues and Rewards

The Skills
Managing people on projects involves:
• Key General Management Skills, like leading communicating, negotiating, problem solving,
and influencing organization.
• Dealing with individuals- delegating, motivating, coaching, mentoring, etc.
• Dealing with groups- team building, solving conflicts, etc.
• Administering the human resource function. May also have the responsibility of HR
redeployment and release (depends on where they belong).

Plan Resource Management
1. Project charter 1. Expert judgment 1. Resource management
2. Project management plan 2. Data representation plan
3. Project documents 3. Organizational theory 2. Team charter
4. Enterprise environmental 4. Meetings 3. Project documents
factors updates
Assets

Develop Resource Plan
Organization chart
• Project reporting relationships are
graphically displayed.
• Depending on the project needs, you

can make it formal or informal;
broadly-detailed or highly-detailed.
• E.g US $ 2 billion ABC Power Project,

has mind-boggling organization chart
for about 7000 People.

Develop Human Resource Plan
Responsibility Assignment Matrix

Organization theory
• Informs us on the ways people, teams and organizations behave.

• We must use proven principles to shorten the time needed to arrive at
outputs of HR planning. It makes planning more effective.
1. Goal-setting
2. Group Dynamics
3. Total Interactive Process

Estimate Activity Resources
• Estimating the type & quantities of resources
required to perform each schedule activity

Estimate Activity Resources
1. Project management plan 1. Expert judgment 1. Resource requirements
2. Project documents 2. Bottom-up estimating 2. Basis of estimates
3. Enterprise environmental 3. Analogous estimating 3. Resource breakdown
factors 4. Parametric estimating structure
4. Organizational process 5. Data analysis 4. Project documents
Assets 6. Project management updates
information system
7. Meetings

Networking
For effectiveness of staffing management plan options, we must understand
political and interpersonal factors that may impact them.
So, we need to use networking, such as:
1) Proactive correspondence
2) Luncheon meetings
3) Informal conversations
4) Trade conferences
Networking pays from start of the project till its completion!

Acquire Resources
• Acquire Resources is the process of confirming human resource availability
and obtaining the team necessary to complete project activities.
• The key benefit of this process consists of outlining and guiding the team
selection and responsibility assignment to obtain a successful team.

Acquire Resources
1. Project management plan 1. Decision making 1. Physical resource assignments
2. Project documents 2. Interpersonal and team skills 2. Project team assignments
3. Enterprise environmental 3. Pre-assignment 3. Resource calendars
factors 4. Virtual teams 4. Change requests
4. Organizational process assets 5. Project management plan
updates
6. Project documents updates
factors updates
updates

Virtual Team
• Groups of people with a shared goal, who fulfill
their roles with little face-to-face interactions.
• The virtual teams may be comprised of:

– Members from same organization in widespread
geographic area
– SMEs in different geographic areas
– Home office employees
– Employees work in different shifts
– Consultants who work in different time-zones

Multi-criteria decision analysis
Selection criteria are often used as a part of acquiring the project team. 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:
1. Availability. Identify whether the team member is available to work on the project within the time period needed. If
there are there any concerns for availability during the project timeline.
2. Cost. Verify if the cost of adding the team member is within the prescribed budget.
3. Knowledge. Verify if the team member has knowledge of the domain
4. Experience. Verify that the team member has the relevant experience that will contribute to the project success.
5. Skills. Verify that the team member has the competencies needed by the project.
6. Location : Usually resources that stay near are preferred

Project staff assignments
Staffing management plan
• Resource Histogram: may include a horizontal line maximum number of hours available from a particular resource.
• If bars extend beyond the available resource hours, we need to use resource levelling (adding more resources or extending schedule).

Develop Team
• Develop Project Team is the process of improving competencies, team
member interaction, and overall team environment to enhance project
performance.
• The key benefit of this process is that it results in improved team-work,
enhanced people skills and competencies, motivated employees, reduced
staff turnover rates, and improved overall project performance.

Develop Team
1. Project management plan 1. Colocation 1. Team performance assessments
2. Project documents 2. Virtual teams 2. Change requests
3. Enterprise environmental factors 3. Communication technology 3. Project management plan updates
4. Organizational process Assets 4. Interpersonal and team skills 4. Project documents updates
5. Recognition and rewards 5. Enterprise environmental factors
6. Training updates
7. Individual and team assessments 6. Organizational process assets
8. Meetings Updates

Stages of Team Development
• Forming :
– Getting to know each other
– Understanding acceptable group behavior.
– Stage of transition from individual to
member status
– Leader's guidance is very important
• Storming:
– Authority/ Power struggles
– Leader’s guidance is important

• Norming:
– Knowing each others’ strengths and
weaknesses
– Agreement and Consensus on Goal
– Leader – facilitating role
• Performing:
– Team has a shared vision
– Conflicts are resolved productively
– Leader – delegating and overseeing role
• Adjourning
– The work is completed and the team breaks up.

Types of Power
• Legitimate Power
• Reward Power
• Expert Power
• Referent Power
• Punishment Power

Types of Power
• Legitimate Power
 Also known as Formal Power or Positional
Power
 Power comes from being formally in charge of
the project and the people
• Expert Power
 You are the subject matter expert
 The team respects you for your expertise in a
specific area, and gives you credibility
because of that

Types of Power
• Reward Power
 Your ability to give award a bonus or another
kind of reward in order to motivate team
members
• Punishment Power
 Also known as Coercive Power
 You correct a team member for poor behavior.
 Do this one-on-one and in private

Types of Power
• Referent Power
 You’re standing in for someone who has more
position or power in the company
 Also comes from the charismatic personality of
the project manager
 Can also come when you ally with a powerful
person

Manage Team
• tracking team member performance,
providing feedback, resolving issues and
coordinating changes to enhance project
performance

Manage Team
1. Human resource management plan 1. Interpersonal and team skills 1. Change requests
2. Project staff assignments 2. Project management information 2. Project management plan updates
3. Team performance assessments system 3. Project documents updates
4. Issue log 4. Enterprise environmental factors
5. Work performance reports updates

Conflict Management
What is a conflict ?
In most projects, there will be instances when the project team, management, and other
stakeholders disagree on the progress, decisions, and proposed solutions within the project. It’s
essential for the project manager to keep calm, lead, and direct the parties to a sensible solution
that’s best for the project.
* Issues created by people and issues to be avoided.
* Need to be confronted in order to bring out real issues

and in turn resolve the issues.

Conflict Management – Resolution Techniques
• Confrontation or Problem Solving

 The most effective way to resolve conflict
 Long Lasting Solution
 Most Time Consuming
 Willingness needed from both parties to work
together
 Win-Win
• Compromising
 Each party gives up something
 Brings some degree of satisfaction to both parties
 Not for resolving technical issues
 Lose-Lose

• Smoothing or Accommodating
 Emphasize commonalities and Deemphasizes
differences
 Temporary Tactic
 Does not resolve, only delays
 Lose-Lose
• Withdrawal or Ignoring
 Walking away from the problem
 Temporary Tactic
 Does not resolve, only delays
 Lose-Lose

• Forcing
 Using Power, imposing decision
 Can cause additional conflicts
 Use when time is a major constraint
 Win-Lose

Management Styles
• Autocratic
 Boss takes decisions and everyone follows;
 Subordinates inputs and desire are not taken into
consideration.
• Laissez-Faire (Delegating)
 Team takes the decisions; enhances free thinking.
• Democratic
 Team participates in decision making process
 Both management and staff is involved in making
decisions.

Motivation
• The internally generated feeling stimulating
us to act
• Creates and maintains the desire to move

toward goals

Maslow's Hierarchy of needs
Once a lower-level need has been met, it no longer serves as a motivator,
and next higher level becomes the driving motivator.
 Self Actualization
• Self fulfilment, growth, learning, etc.
 Esteem
• Accomplishment, respect, attention, appreciation, etc.
 Social
• Love, affection, approval, friends, association, etc. Abraham Maslow
 Safety
• Security, stability, freedom from threat, etc.
 Physiological
• Air, water, food, house, clothing, etc.

Frederick Herzberg – Hygiene and Motivating factors
Presence of hygiene factors will not insure higher productivity but

absence of these factors may result in poor productivity.
• Hygiene factors
 Management supervision
 Company policy & administration
 Positive working condition
 Good interpersonal relationship
 Job security
 Status within the organization
 Compensation
 Personal life

Frederick Herzberg – Hygiene and Motivating factors
Motivating factors give desired results if hygiene factors exist.
• Motivating factors
 Sense of achievements
 Sense of recognitions
 Environment for self working
 Sense of responsibility
 Opportunities of advancement
 Opportunities for growth

Mc Gregor’s – Theory X, Theory Y
• Theory X
 The average worker is inherently lazy and needs supervisions
 The average worker dislikes work and avoids work whenever
possible
 To induce adequate effort, the supervisor must threaten
punishment and exercise careful supervision
 The average worker avoids increased responsibility and seeks to be
directed
 Based on strict rules, performance incentives, rewards, threats to
job security

Mc Gregor’s – Theory X, Theory Y
• Theory Y
 Workers are willing to do the job without continuous supervision
 The average worker likes to be active and finds satisfaction on
job
 Willing participation and self-direction towards achieving goals
and objectives
 The average worker seeks opportunity for personal improvement
and self respect
 Theory Y relies on worker participation in decision making
process and good manager-staff relationships.

William Ouchi – Theory Z
Formulated from Quality movement to determine how American Business Can Meet the
Japanese Challenge
• Japanese Management Style
 Lifetime Commitment
 Collective Decision making
 Individual Responsibility
 Both Management and Workers need to be involved, and they
should trust each other
 Holistic concern for the Employee

Victor Vroom – Expectancy Theory
• Motivation level of an individual depends on…

 The level of expectation of their efforts will result in a desired
outcome (Is the work important?)
 The expectation that good work will be rewarded (Will I be
rewarded?)
 Attractiveness of the reward (What is the value of the reward?)
• Motivation will be high when all three factors

are high.

Control Resources
• Control Resources is the process of ensuring that the physical resources assigned
and allocated to the project are available as planned, as well as monitoring the
planned versus actual utilization of resources and taking corrective action as
necessary.
• The key benefit of this process is ensuring that the assigned resources are available
to the project at the right time and in the right place and are released when no
longer needed. This process is performed throughout the project.

Control Resources
1. Project management plan 1. Data analysis 1. Work performance information
2. Project documents 2. Problem solving 2. Change requests
3. Work performance data 3. Interpersonal and team skills 3. Project management plan updates
4. Agreements 4. Project management information 4. Project documents updates
5. Organizational process assets system • Assumption log
• Issue log
• Lessons learned register
• Physical resource
assignments
• Resource breakdown
structure
• Risk register

Quiz

Quiz

Quiz

Quiz
7. __________ is the process of getting a group of diverse individuals to work effectively together as a team.
A. Team Building
B. Leadership
C. Project Management
D. Implementation
8. Douglas McGregor defined two models of worker behaviour. Which theory are we talking about?
A. Contingency Theory
B. Theory Z
C. Expectancy Theory
D. Theory X and Theory Y

Quiz
9. Philip and Stella are having an argument over a technical issue. Philip tells Stella that her ideas are not
going to work. After listening this, Stella storms out of the room even though she knew her ideas about solving
the problem were better than Phi lip's. Which type of Conflict Resolution Technique is this?
A. Collaborate/Problem Solve
B. Withdraw/Avoid
C. Smooth/Accommodate
D. Force/Direct
10. Before attending a status meeting, Ross is preparing a meeting agenda and ground rules. What is the
BEST description of what Ross is trying to achieve?
A. Presentation Technique (as this would help him present the status of project to stakeholders)
B. Conflict Resolution Technique
C. Meeting Management Techniques
D. Implementing Theory Y

Answers to Quiz

Answers to Quiz

Answers to Quiz
• Answer7:A, Team Building is the process of getting a group of diverse individuals to work effectively
together as a team. Hence, Option A is the BEST answer.
• Answer8:D, Theory X and Theory Y state define two models of worker behavior. Hence, Option D is the
correct answer.
• Answer9:B, Withdraw/ Avoid Conflict Resolution Technique is the one where people avoid the problem
altogether or postpone it. It means retreating from an actual or potential conflict situation. Hence, Option
B is the correct answer.
• Answer10:C, Meeting Management Techniques involve preparing an agenda and techniques to deal.with
conflicts. Hence, Option C is the correct answer.

Summary
• Q&A
• Discussions

Project Human Resources Management

Project Communication Management
Project Communications Management includes the processes
necessary to ensure that the information needs of the project
and its stakeholders are met through development of
artefacts and implementation of activities designed to achieve
effective information exchange. -
Definition: Guide to PMBOK ® 6thEdition

Medium Medium Medium
Sujoy Dutta, PMP
What is Communication
 Communication is the activity of conveying meaningful information.
 Communication requires a sender, a message, and an intended recipient. The communication
process is complete once the receiver has understood the sender.
 Project teams are not normally natural teams and sometimes do not even reside in the same
geographic location. Unique delivery methods and communication devices need to be utilized
to overcome this challenge.
 Project managers spend most of their time in communicating to stakeholders.
 A project manager needs to understand the project well enough to know who needs to know
which pieces of information, and just as importantly, which pieces of information are of no use
to other members.
 Communication isn’t about how much you say to everyone, it’s about saying the right things to
the right people.
408
Sujoy Dutta, PMP
Communication Methods
 The PMBOK 6th Edition categorizes methods of communication into:
 Interactive Communication
 Push Communication
 Pull Communication
 For Interactive communication, all stakeholders involved in the communication can
respond to each other in real-time i.e. face-to-face meetings, video conferencing, phone
calls & messenger chats.
 Push communication is a method in which information is distributed without any
feedback from the recipients i.e. meeting notes to people after a brainstorming
workshop, email or voicemail. Organizations use push communication to notify
shareholders through a press release.
 Pull communication is best for a large audience that needs to access information at
their discretion.
409
Sujoy Dutta, PMP
Project Communication Management Processes

Controlling
• Plan • Manage • Monitor Communications
Communications Communications
Management

Project Communication Management Processes
Communications Management
Plan communications management

 Communications management plan
Manage communications
 Project communications
Monitor communications
 Work Performance Information

Plan Communications
Plan communication is the process of
developing an appropriate approach and plan
for project communications based on
stakeholder’s information needs.

Plan Communications management
1. Project charter 1. Expert judgment 1. Communications

2. Project management plan 2. Communication requirements analysis management plan
• Resource management plan 3. Communication technology 2. Project management plan
• Stakeholder engagement plan 4. Communication models updates
3. Project documents 5. Communication methods • Stakeholder
• Requirements documentation 6. Interpersonal and team skills engagement plan
• Stakeholder register • Communication styles 3. Project documents updates
4. Enterprise environmental factors assessment • Project schedule
5. Organizational process assets • Political awareness • Stakeholder register
• Cultural awareness
7. Data representation
• Stakeholder engagement
assessment matrix
8. Meetings

Communication Management Plan
• Information to be communicated
• Person responsible for communicating and receiving information (Single Point of
Contact)
• Methods or technologies used to convey the information
• Frequency of the communication and status reporting periods
• How information requests will be met between two scheduled reporting periods
• Escalation process and management chain for each level of escalation
• Method of updating and refining the communications management plan
• Communication constraints
• Glossary of common terminology

Manage Communications
The process of creating, collecting, distributing,
storing, retrieving, and the ultimate disposition
of project information in accordance to the
communication management plan.

• Project managers spend most of their time communicating with team members and other project stakeholders, whether they are internal (at all
organizational levels) or external to the organization.
• Effective communication creates a bridge between diverse stakeholders who may have different cultural and organizational backgrounds,
different levels of expertise, and different perspectives and interests, which impact or have an influence upon the project execution or
outcome.
Sujoy Dutta, PMP

1. Project management plan 1. Communication technology 1. Project communications
• Resource management plan 2. Communication methods 2. Project management plan
• Communications management 3. Communication skills updates
plan • Communication competence • Communications
• Stakeholder engagement plan • Feedback management plan
2. Project documents • Nonverbal • Stakeholder
• Change log • Presentations engagement plan
• Issue log 4. Project management information system 3. Project documents updates
• Lessons learned register 5. Project reporting • Issue log
• Quality report 6. Interpersonal and team skills • Lessons learned
• Risk report • Active listening register
• Stakeholder register • Conflict management • Project schedule
3. Work performance reports • Cultural awareness • Risk register
4. Enterprise environmental factors • Meeting management • Stakeholder register
5. Organizational process assets • Networking 4. Organizational process assets
• Political awareness updates
7. Meetings

Monitor Communications
The process of monitoring and controlling
communications throughout the entire project
life cycle to ensure information needs of the
project stakeholders are met. This helps in
optimal information flow among all stakeholders
.

Monitor Communications
1. Project management plan 1. Expert judgment 1. Work performance information
• Resource management plan 2. Project management information 2. Change requests
• Communications system 3. Project management plan updates
management plan 3. Data analysis • Communications management
• Stakeholder engagement • Stakeholder engagement plan
plan assessment matrix • Stakeholder engagement plan
2. Project documents 4. Interpersonal and team skills 4. Project documents updates
• Issue log • Observation/conversation • Issue log
• Lessons learned register 5. Meetings • Lessons learned register
• Project communications • Stakeholder register
3. Work performance data

Communication Model

Communication Model
• Sender - The person who needs to initiate the communication
• Receiver - The person who gets the message
• Medium - The thing used to transmit the message
• Feedback - A response to a message
• Noise - Something that interferes with the message
• Encode - Modify a message so that it can be sent
• Decode - Modify a message that has been sent so that it can be
understood

Communication Channels
• Channels = n(n-1)/2
n = the number of stake holders

Kinds of Communication
Formal Informal Formal Informal

Written Written Verbal Verbal
• System • Emails • Presentation • Meetings
Requirement • Chat • Seminars • calls
• Contract
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Non Verbal and Para lingual communications
• Nonverbal Communication
– Gestures, facial expressions,
and physical appearance
• Para lingual Communication
– Tone and pitch of your voice

Quiz

Quiz

Quiz

Quiz
7. Successful project managers generally spend most of time, doing what?
A. Updating the Project Management Plan
B. Communicating
C. Working Scheduled Activities
D. Managing Risks
8. Rita is in the mid-phase of her project. She has been asked certain information about her project by the
stakeholders. She is in the process of identifying the communication method as many of the stakeholders are at
different locations. She decides to have the performance reports uploaded in the intranet where only the specific
stakeholders will have access to. Which sort of communication method she has opted for?
A. Push
B. Interactive
C. Pull
D. Email

Quiz
9. Natasha is a project manager at a Telecom Company. One of her stakeholders who is based out of the country
where there is no internet facility has asked for an immediate status report of the project. She decided to send a
FAX for the same. Which sort of communication BEST describes this?
A. Push
B. Interactive
C. Pull
D. Written
10. To start off on a good note Russell arranges a conference call with the client to make them feel comfortable
and give them the assurance that he will deliver the project as per expectations. However, the client says to him
in a very angry tone "We are not satisfied with the project status". Which sort of communication BEST describes
the way the client resorted to show their displeasure?
A. Nonverbal
B. Para lingual
C. Feedback
D. Formal
Answers to Quiz

Answers to Quiz

Answers to Quiz
• Answer7: B, 90% of time, a project manager spends in communication.
• Answer8: C, Pull Communication method is the technique of posting information so that stakeholders can
get it when they need it.
• Answer9: A, Push Communication means communication is not real time. In this case Natasha has send a
FAX, which is a one-way communication.
• Answer10: B, Para lingual communication is the tone and pitch of the person's voice when they are talking.
• Nonverbal communication means gestures, facial expressions etc.

Summary
• Q&A
• Discussions

Project Risk Management

Low Medium Medium
Sujoy Dutta, PMP
What is Risk?
Travel Risk Risks at work place
Risks for entertainment Risks in construction Risks in Space Risk in design

Sujoy Dutta, PMP Risk is an uncertain event and is everywhere! 437
Project Risk Management: Project Risk Management includes the
processes of conducting risk management planning, identification, analysis,
response planning, response implementation, and monitoring risk on a
project.
The objectives of project risk management are to increase the probability
and/or impact of positive risks and to decrease the probability and/or
impact of negative risks, in order to optimize the chances of project success.
- Definition: Guide to PMBOK ® 6thEdition
Sujoy Dutta, PMP

Project Risk
• Project risk is an uncertain event or condition that, if
it occurs, has a positive or negative effect on project
objective
• Negative risks are called threats, positive risks are
called opportunities.

Risk Management is the management of processes concerned with
conducting risk management planning, identification, analysis, responses, and
monitoring & control risk on a project.
-Definition: Guide to PMBOK ® 6thEdition
• Every risk has two attributes:

– Probability (P) or Likelihood of Occurrence
– Impact (I) or Consequence, if it occurs
• The Severity of a risk (S) is a function of both Probability and Impact of

the risk, i.e. Risk Severity or Risk Exposure or Risk Score = P X I

Project Risk Management Processes
Controlling
1. Plan Risk Management 1. Implement Risk 1. Monitor Risks
Responses
2. Identify Risks
3. Perform Qualitative Risk Analysis
4. Perform Quantitative Risk

Analysis
5. Plan Risk Responses

Risk Management
Plan risk management Plan risk responses

 Risk management plan  Risk register updates
 Contract decisions
Identify risks
 Risk register Monitor Risks
 Risk register updates
 Change requests
Perform Qualitative Analysis
Perform Quantitative Analysis


Plan Risk Management
Determining how to approach, plan and execute
the risk management activities for a project and
document it in the risk management plan.


1. Project Management Plan 1. Expert judgment 1. Risk Management Plan
2. Project Charter 2. Data analysis
3. Stakeholder Register 3. Meetings
5. Organizational Process Assets

Risk Management Plan
• How risk identification, qualitative and quantitative analysis, response
planning, monitoring, and control will be performed. This plan does not
address responses to individual risks.
• The risk management plan may include:
– Risk Management Methodology
– Defines the approaches, tools and data sources to be used to perform risk management
on this project.
• Risk Management Team
– Identify Risk Management team.
• Roles and Responsibilities
– Defines roles & responsibility of risk management team members.

• Budgeting
 Establishes a budget for risk management for the project.
• Timing
 Risk management process timing and frequency.
• Scoring and Interpretation
 Scoring methods identified for qualitative and quantitative risk analysis. Methods and scoring must
be consistent.
• Reporting Formats
 Defines how the results of the risk management processes will be documented, analyzed, and
communicated to the project team, internal and external stakeholders, sponsors, and others.
• Tracking
 Define how all facets of risk activities will be tracked.

Identify Risks
• determining which risks might affect the
project and documenting their characteristics

Identify Risks
1. Project management plan 1. Expert judgment 1. Risk register
2. Project documents 2. Data gathering 2. Risk report
3. Agreements 3. Data analysis 3. Project documents
4. Procurement documentation 4. Interpersonal and team skills Update
5. Enterprise environmental factors 5. Prompt lists
6. Organizational process assets 6. Meetings

Identify Risks – Risk Register

Examples of Risk
Schedule Risks Resource Risks
 Task on Critical Path  Tasks with one key individual assigned
 Tasks which have several predecessors  Tasks using scarce resources
 Tasks that have minimal float or slack  Tasks which require large amount of resources
 Optimistically estimated tasks  Availability of tools and techniques
 Tasks with external dependencies
 Tasks representing major milestones
 Schedule that do not list the assumptions
Scope Risks
 Uncertainty of new technologies
 Dynamics of customer requirements
 Tasks with significant business impact
 Extremely aggressive business requirement

Perform Qualitative Risk Analysis
• Perform Qualitative Risk Analysis is the process of prioritizing risks for
further analysis or action by assessing and combining their probability of
occurrence and impact.
• The key benefit of this process is that it enables project managers to
reduce the level of uncertainty and to focus on high-priority risks.

Perform Qualitative Risk Analysis
1. Inputs Tools and Techniques Outputs
1. Project management plan 1. Expert judgment 1. Project document updates
2. Project documents 2. Data gathering (Risk Register Updates)
3. Enterprise environmental 3. Data analysis
factors 4. Interpersonal and team skills
4. Organizational process Assets 5. Risk categorization
6. Data representation
7. Meetings

Perform Quantitative Risk Analysis
1. Project management plan 1. Expert judgment 1. Project document updates
2. Project documents 2. Data gathering (Risk Register Updates)
3. Enterprise environmental 3. Interpersonal and team skills
factors 4. Representations of uncertainty
4. Organizational process Assets 5. Data analysis

• numerically analyzing the effect on overall project objectives of identified risks

• numerically analyzing the effect on overall project objectives of identified risks

Risk & Expected Monetary Value (EMV)
EMV = Probability x Impact (in units of money)

• EMV calculates the average result of positive (opportunity) and negative
(threat) risks.
• The EMV of opportunities are expressed as positive values, while those of

threats are negative.
• EMV for a project is calculated by multiplying the value of each possible

outcome by its probability of occurrence and adding the products together.
• A common use of this type of analysis is in decision tree analysis.

EMV Case Study
You are doing a software project
and need to develop a module to
display the numerical data in
graphic format.
However there are options to cut

down the cost of this development
intensive activity by buying and
integrating a 3rd party component.
Now you have to decide and settle

upon the less riskier option
The totals were calculated by multiplying

the risk cost by the probability and
adding that value to the initial cost
Sujoy Dutta, PMP

Plan Risk Responses
• developing options and actions to enhance
opportunities and reduce threats to project
objectives

Plan Risk Responses
1. Project management plan 1. Expert judgment 1. Change requests

2. Project documents 2. Data gathering 2. Project management plan
3. Enterprise environmental 3. Interpersonal and team skills updates
factors 4. Strategies for threats 3. Project documents update
4. Organizational process 5. Strategies for opportunities
Assets 6. Contingent response strategies
7. Strategies for overall project risk
8. Data analysis
9. Decision making

Implement Risk Responses
• Implement Risk Responses is the process of implementing agreed-upon
risk response plans.
• The key benefit of this process is that it ensures that agreed-upon risk
responses are executed as planned in order to address overall project risk
exposure, minimize individual project threats, and maximize individual
project opportunities.
• This process is performed throughout the project.

Implement Risk Responses
1. Project management plan 1. Expert judgment 1. Change requests
2. Project documents 2. Interpersonal and team 2. Project documents
3. Organizational process skills updates
Assets 3. Project management
information system

Monitor Risks
• Monitor Risks is the process of monitoring the implementation of agreed-upon risk
response plans, tracking identified risks, identifying and analyzing new risks, and
evaluating risk process effectiveness throughout the project.
• The key benefit of this process is that it enables project decisions to be based on
current information about overall project risk exposure and individual project risks.
• This process is performed throughout the project.

Monitor Risks
1. Project management plan 1. Risk reassessment 1. Work performance
2. Risk register 2. Risk audits information
3. Work performance data 3. Variance and trend analysis 2. Change requests
4. Work performance reports 4. Technical performance 3. Project management
measurement plan updates
5. Reserve analysis 4. Project document
6. Meetings updates
assets updates

Personal Attitudes to Risk
• Risk Averse
• Risk Seeking
• Risk Neutral

Contingency / Reserve
• Contingency Reserve
 A specific provision for future risk situations which may be planned for. This is kept at
Project Level. (Known Unknowns)
• Management Reserve
 A separately planned quantity of reserve in terms of money and time, to manage future
risk situations which may not be possible to predict. (Unknown Unknowns)

Risk & Contingency Reserve
Risk Reserve Contingency Reserve
Contingency Reserve is:
• Established to deal with unknown risks and accepted

known risks.
• Might be in the form of additional time, money or
resources.
• Covers risk events that are not accounted for in the
project baseline for duration and cost estimations.
• Determined by the potential impact of the risk but
should include enough to implement any contingency
plans as well as a buffer for dealing with unidentified
risks.
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Sujoy Dutta, PMP
Quiz

Quiz

Quiz
6. The water sanitation project manager has determined the risks associated with handling certain
chemicals are too high. He has decided to allow someone else to complete this portion of the project,
and so has outsourced the handling and installation of the chemicals and filter equipment to an
experienced contractor. This is an example of which of the following?
A. Avoidance
B. Acceptance
C. Mitigation
D. Transference

Quiz
7. Jack and his team identified 200 risks and 10 major causes of those risks in a project. However, during
Project Planning, the team was unable to deduce an effective way to mitigate or insure against one of the
risks. The risk if happens falls under management tolerance limits. It is not that kind of work that can be
outsourced. Nor it can be deleted .What should be the best approach?
A. Accept
B. Mitigate
C. Avoid
D. Transfer
8. Keeping a buffer resource as planned response to a risk of attrition can be categorized as Risk response:
A. Accept
B. Mitigate
C. Avoid
D. Transfer

Quiz
9. Your team member Nicole discovers a risk event that is not mentioned in the Risk Register. One deliverable
is accepted by the customer and second is underway. You still need to plan and work on 3 more deliverables
to complete the project. What should you do now?
A. Investigate in detail as to how Nicole discovered the risk as when you performed the analysis in
detail earlier, the risk wasn't discovered
B. Avoid it and carry on with your project
C. Share with the customer the information on the risk and its impact
D. Perform an analysis of the risk
10. Which of these is a valid response to negative risks?

A. Exploit
B. Mitigate
C. Enhance
D. Share

Answers to Quiz

Answers to Quiz
Answer 6 : The right answer is D. Because the risk is not eliminated but transferred to
someone else or another entity, it is considered transference.

Answers to Quiz
• Answer7: A, As per the question, Jack cannot delete or avoid the work. He cannot outsource it to transfer
the risk either. Hence, Option A is the correct answer.
• Answer8: B, Explanation: Let's use elimination technique

a. Accept - The risk response planning is done, an extra resource is on board - not a correct option.
b. Mitigate - Adding reduces the impact of people leaving by having adequate knowledge by shadow
resource - correct answer
c. Avoid - By adding resource you still have risk of attrition - not the correct option
d. Transfer - No outsourcing done - Not a correct option
So Mitigate is the right option.
• Answer9: D, You have to first. analyze the risk and identify what could be its probability of occurrence and
impact on project objectives. Then, you can decide further steps.
• Answer10:B, Mitigate is a valid risk response to negative risks and not positive risks. Hence, Option B is the
correct answer.

Risk - 
Is this is the best time to talk about life

insurance ?
Summary
• Q&A
• Discussions

Project Procurement Management

High Medium High
Sujoy Dutta, PMP
• the processes to purchase or acquire products, services or results
needed from outside the project team to perform the project work.
• the contract management and change control processes required to
administer contracts or purchase orders issued by authorized
project team members.
• administering any contract issued to an outside organization that is
acquiring the project from the performing organization (the seller)
and administering contractual obligations placed on the project
team by the contract.

Procurement Life Cycle

Knowledge Areas How Project Procurement Management Interacts with Other Knowledge Areas
Determining what work cannot be done within the organization and what resources, materials, and so on are
Scope
needed to complete work via outside procurement.
Determining if procured resources alter the durations or the sequence of activities. Most importantly, the
Time
resource estimates determine what needs to be scheduled and what are the skills involved.
Knowing the costs associated with procuring resources and determining the cost-benefit ratio.
Cost
Making decisions on whether to make, buy, lend, lease, or license.
Determining the standards expected for purchased items and assuring and controlling quality in these outside
Quality
sources.
Identifying the skills involved and determining whether these exist within the project organization or must
Human Resources
come from outside.
Involving more sources may require more communications or distribution of information.
Communication Announcing request for bids, informing prospective sellers, and conducting the constant communications
between parties.
Determining the primary reason to procure. If project organization does not want to make it or handle the
Risk
ownership, it transfers the risk to an outside source.

Project Procurement Management Processes
•Initiating Planning Executing Monitoring Closing

and Controlling
• Plan • Conduct • Control
Procurement Procurements Procurements
Management

Procurement Management
Plan procurement Management

 Procurement management plan
 Statement of work
Conduct procurements
 Selected sellers
 Contract award
Control procurements
 Procurement Documents

Plan Procurement Management
• Procurement planning is the process that
enables you to procure products and services
from external or internal suppliers.
• Determining and documenting what to
purchase or acquire and determining when &
how

Plan Procurement Management
1. Project management plan 1. Make-or-buy analysis 1. Procurement management
2. Requirements documentation 2. Expert judgment plan
3. Risk register 3. Market research 2. Procurement statements of
4. Activity resource requirements 4. Meetings work
5. Project schedule 3. Procurement documents
6. Activity cost estimates 4. Source selection criteria
7. Stakeholder register 5. Make-or-buy decisions
8. Enterprise environmental factors 6. Change requests
9. Organizational process assets 7. Project documents updates

Procurement Management Plan
The procurement management plan can include guidance for:
 Make or buy
 SOW
 When to buy
 How to Buy
 Who is responsible to Buy
 Contract Type to be used
 Source Selection Criteria
 Independent estimates required – how to select
 How and frequency to control procurements
 Record management system for procurements.
Sujoy Dutta, PMP

Contract
• A legally enforceable agreement between two or more parties. Contracts contain terms and
conditions that set the rights and obligations of the contracting parties.
• The aim of a procurement contract is to obtain the services or products as agreed in the contract to the
satisfaction of all parties to the contract.
488
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Contract Types
• FFP Seller’s Risk
 Firm Fixed Price
• FPIF
 Fixed Price plus Incentive Fee
• CPFF
 Cost Plus Fixed Fee
• CPIF
 Cost Plus Incentive Fee
• CPPC
 Cost Plus Percentage Cost
Buyer’s Risk
• It describes how the procurement processes will be managed,
right from developing procurement documentation (‘Plan
Procurements’ process) through ‘Close Procurements’.
• Contents
 Handling the make-or-buy decisions and linking them into the ‘Activity
Resource Estimating’ & ‘Schedule Development’ processes.
 Types of contracts to be used.
 Establishing the direction to be provided to the buyers on developing and
maintaining a contract Statement of Work (SoW).
• Contents
 Standardized procurement documents, if they are needed.
 Assumptions and constraints that could affect planned purchases and
acquisitions.
 Handling the lead times required to purchase or acquire items from sellers
and coordinating them with the ‘Project Schedule Development’.
 Coordinating procurement with other project aspects such as scheduling and
performance reporting.
 Identifying pre-qualified selected sellers, if any, to be used.
 Managing multiple providers.
 Procurement metrics to be used to manage contracts and evaluate sellers.
Procurement Documents
• Invitation for bid (IFB)
• Request for proposal (RFP)
• Request for quotation (RFQ)
• Expression of Interest (EOI)
• Tender notice
• Invitation for negotiation
• Contractor initial response

Conduct Procurements
• obtaining information, quotations, bids, offers
or proposals, as appropriate and awarding
contracts to the selected sellers

Conduct Procurements
Inputs Tools and Techniques 1. Outputs
1. Procurement 1. Bidder conferences 1. Selected sellers
management plan 2. Proposal evaluation 2. Agreement
2. Procurement documents techniques 3. Resource calendars
3. Source selection criteria 3. Independent estimates 4. Change requests
4. Seller proposals 4. Expert judgment 5. Project management plan
5. Project documents 5. Advertising updates
6. Make-or-buy decisions 6. Analytical techniques 6. Project document updates
7. Procurement statement of 7. Procurement negotiations
work
assets

Bidder Conference
• They are meetings with prospective sellers prior to preparation of a bid or
proposal to clarify procurement requirements and provide responses to
seller’s queries.
• They are used to ensure that all prospective sellers have a clear, common
understanding of the procurement requirements. This makes the
evaluation of proposals easier.
• Responses to seller’s queries are incorporated into the procurement
documents as amendments.
• Bidder conferences are also called contractor, vendor or pre-bid
conferences.

Advertising
• Existing lists of potential sellers can often be
expanded by placing advertisements in
general circulation publications

Develop Qualified Seller List
• They can be developed from the organizational
assets if such lists or information are readily
available.
• Procurement documents can also be sent to
determine if some or all of the prospective sellers
have an interest in becoming a qualified potential
seller.

Screening System / Weighting System
• Screening System
– It involves establishing minimum requirements of performance for one
or more of the evaluation criteria, for instance, a prospective seller
might be required to propose a project manager who has specific
qualifications before the remainder of the proposal would be
considered.
• Weighting System
– It is a method for quantifying qualitative data to minimize the effect of
personal prejudice on seller selection.

Control Procurements
• The process of managing procurement relationships, monitoring contract
performance and making changes & corrections as requested.
• Reviewing and documenting how a seller is performing or has performed
to establish required corrective actions
• Managing contract-related changes

1. Project management plan 1. Contract change control 1. Work performance
2. Procurement documents system information
3. Agreements 2. Procurement performance 2. Change requests
4. Approved change requests reviews 3. Project management plan
5. Work performance reports 3. Inspections and audits updates
6. Work performance data 4. Performance reporting 4. Project documents
5. Payment systems updates
6. Claims administration 5. Organizational process
7. Records management assets updates
system

• The Control Procurements process ensures that the seller’s performance meets contractual
requirements and that the buyer performs according to the terms of the contract.
• Both the buyer and seller control the contract to ensure that both it and the other party meet their
contractual obligations and that their own legal rights are protected. On larger projects with
multiple products and services, a key aspect of Procurement Administration is managing interfaces
among the various providers.
• While a procurement controller may be on the project team, this individual typically reports to a
supervisor from a different department, especially, if the performing organization is also the seller
of the project to an external customer.
• Procurement control also has a financial management component that involves monitoring of
payments to the seller and ensures that seller compensation is linked to seller progress.
• Procurement control also includes managing any early termination of the contracted work (for
cause, convenience or default) in accordance with the termination clause of the contract.

Procurement Audits
• It is a structured review of the procurement process from the
‘Plan Procurements’ process through ‘Administer
Procurements’.
• The objective of the audit is to identify successes and failures

that warrant recognition in the preparation or administration
of other procurement contracts on the project or on other
projects within the performing organization.

Negotiation Techniques
• Deadline
 imposing a deadline to reach an agreement
• Stalling
 one party may claim that an agreement cannot be finalized because of
his limited authority
• Fair and Responsible
 a negotiator may claim that the price for a product is equitable
because that’s what another company is paying.

• Delay
 are useful when tempers are beginning to flare, to divert from a
subject, etc (Ex: arrival of refreshments, request for break etc)
• Withdrawal
 one party may attack an issue, then retreat
• Arbitration
 a third party may be brought in when agreement cannot be reached.
(out of court settlement)

• Fait Accompli
 a party may claim that what is being asked for has already been
accomplished and cannot be changed

Single Source / Sole Source
• Single Source
• preferred seller
• Sole Source
• only one seller

Quiz

Quiz
3. Ishan Consultancy is getting 200 computers installed from a vendor. The vendor will be paid the cost
involved and a 10% incentive upon error free installation in 10 days time. Which contract will be used in
this case?
A. CPPC
B. CPIF
C. CPFF
D. Fixed Cost
4. Debioshi is a Project Manager. She is coordinating a bidder conference to allow vendors to get
clarification on the work that needs to be performed. Which phase of Project Management is in progress.
A. Conduct Procurements
B. Plan Procurements
C. Control Procurements
D. Close Procurements

Quiz
6. Jacob is the project manager of the DSA Project. He is considering proposals and contracts
presented by vendors for a portion of the project work. Of the following, which contract is
least dangerous to the DSA Project?
A. Cost plus fixed fee

B. Cost plus percentage of cost
C. Cost plus incentive fee
D. Fixed-price
Quiz
7. Nick is working for a national telecom service provider. His team is tasked to roll out fibre optics connectivity
between two hubs. Testing and optimization work is outsourced to a vendor called RF agency. There have been
instances where Nick had to report progress and he could not get the updates from Vendor on time. There is no
system to capture vendor work progress as of now. Which of the following do you think would help Nick the
most?
A. Nick should Audit vendor's processes
B. Nick to implement Payment System
C. Nick to implement Records Management System
D. Nick to delay Claims payments
8. Mary is getting 200 computers installed from a vendor. The vendor will be paid the cost involved and a 10%
incentive. Which contract will be used in this case?
A. CPPC
B. CPIF
C. CPFF
D. Fixed Cost

Quiz
9. Which Contract Type carries the maximum risk for seller
A. Fixed Price
B. Time and Material
C. Cost Reimbursable
D. Cost Plus Award Fee
10. You have recently joined as a Project Manager in a manufacturing company in Australia. You are checking
for a document containing how to select a contractor for a contract. This can be found in:
A. Procurement Management Plan
B. Project Charter
C. Requirement Document
D. All of the above

Answers to Quiz
Answer 3: B., Because the quality delivery is linked to time
Answer 4: A. During the Conduct Procurements process, bidders can clarify their
doubts using bidder conference.

Answers to Quiz
Answer 6: D. A fixed-price contract contains the least amount of risk for a project.
The seller assumes all of the risk because cost overruns are the seller’s responsibility.

Answers to Quiz
• Answer 7: C, Record management system helps managing vendor’s work progress
• Answer 8: A, 10% is the percentage of cost so CPPC ! 
• Answer 9: A, Seller carries the most risk in a Fixed Price rate contract.
• Answer 10: A, Procurement management plan determines how a contractor/seller would be selected

Summary
• Q&A
• Discussions

Stakeholder Management Plan

Low Low Medium
Sujoy Dutta, PMP
Stakeholder
PMBOK® Guide (Glossary)
“Stakeholder is a
Person or
organization that is
actively involved in
the project, or whose
interests may be
positively or
negatively affected
by execution or
completion of the
project”

Stakeholder Management
• Includes processes required to identify various stakeholders, analyze expectations
and to develop appropriate management strategies for effectively engaging
stakeholders in project decisions and execution
• Includes communication with stakeholders to understand needs and expectations,

managing conflicting interests and fostering appropriate stakeholder engagement

Stakeholder Challenges
Challenges in managing Stakeholders expectations:
• Stakeholders may have conflicting needs / demands
• Negative stakeholders will be against the project and will try to kill the project

Stakeholder Environment
Project Stakeholders
Project Manager’s
Other Operations Responsibility
Stakeholders Sponsor Management
Portfolio Functional
Manager Managers
Project Team
Other
Project
Project
Management
Project Team
Team Sellers/
Program Manager Members
Business
Manager
Partners
Project
Customers/
Management
Users
Office
The Project
Key Stakeholder Categories
Project Manager Manages the Project
Project team members Group performing the project work
Project management team Who are directly involved in the project management activities
Program Manager Manages multiple projects
Portfolio Manager Responsible for decreasing or increasing the priority of the project
and involved in selection of project, e.g. by looking at ROI
Performing Organization Whose employees are most directly involved in doing the project’s
work
PMO It has direct or indirect responsibility for the outcome of the
project
Sponsor Provides the financial resources for the project
Customer Purchases the product or service
523
Sujoy Dutta, PMP
The stakeholder management plan is used to understand

stakeholder communication requirements and the level of
stakeholder engagement in order to assess the level of
stakeholder participation in requirements activities.
Sujoy Dutta, PMP

Project Stakeholder Management Processes
Stakeholder Management
Identify Stakeholders
 Stakeholder register
Plan Stakeholder Management

 Stakeholder Management plan
Manage Stakeholders Engagement

 (Talk, discuss, clarify)
Monitor Stakeholders Engagement

 WPI, Change Request

Project Stakeholder Management Processes

Controlling
• Identify • Plan • Manage Stakeholder • Monitor Stakeholder
Stakeholders Stakeholder Engagement Engagement
Management
Analyze Assess How stakeholders

Identify stakeholders Authority/Interest/Impact/ will react or respond & plan
Support of each stakeholder to gain their support

• Identifying all people, groups
and organizations impacted
by the Project or primary
users of the product or
service

1. Project Charter 1. Stakeholder Register
1. Stakeholder analysis • Identification information
2. Procurement documents • Assessment information
2. Expert judgment • Stakeholder classification
factors 3. Meetings
Assets
Profile analysis meetings are project meetings designed to develop an understanding of major project
stakeholders, and they can be used to exchange and analyze information about roles, interests, knowledge, and the
overall position of each stakeholder facing the project.

Stakeholder Register Template
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Stakeholder Analysis
Stakeholder Analysis:
•A technique of systematically gathering & analyzing qualitative and quantitative information
to determine whose interest to be taken into account in 2 steps.
• Step – 1: Identify all the stakeholders with their roles, interests, expectations,
influence etc. The later part is typically done by interviewing the identified
stakeholders.
• Step – 2: Identify the potential impact each stakeholder could generate and classify
them so as to define an appropriate strategy.
Stakeholder
Description
Type
Supportive Aware of project and potential impacts and supportive to change.
Aware of project and potential impacts and actively engaged in
Leading
ensuring the project is a success.
Resistant Aware of project and potential impacts and resistant to change.
Unaware Unaware of project and potential impacts.
Neutral Aware of project yet neither supportive nor resistant. 530
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Stakeholder Analysis
Various Grids can be defined during Stakeholder Analysis.
• Power/Interest Grid: Level of authority (Power) and Level

of concern (Interest)
• Power/Influence Grid: Level of authority (Power) and

Level of active involvement (Influence)
• Influence/Impact Grid: Level of active involvement

(influence) and their ability to affect changes to project’s
planning or execution (Impact)
• Salience Model: Describes classes of stakeholders

based on their power (ability to impose will), urgency
(need for immediate attention) and legitimacy
(appropriate involvement)
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• Plan Stakeholder Management is the process
of developing appropriate management
strategies to effectively engage stakeholders in
project decisions and execution based on the
analysis of their needs, interests and potential
impact

1. Project Management Plan 1. Expert Judgment 1. Stakeholder Management
2. Stakeholder Register 2. Meetings Plan
3. Enterprise Environmental 3. Analytical Techniques 2. Project Documents
Factors Updates
4. Organizational Process
Assets

In addition to the data gathered in the stakeholder register,
the stakeholder management plan also provides:
• Desired and current engagement levels of key stakeholders

• Identified interrelationships between stakeholders
• Stakeholder communication requirements for the current project phase
• Information to be distributed to stakeholders, including language, format, content, and level of detail
• Reason for the distribution of that information and the expected impact to stakeholder engagement
• Time frame and frequency for the distribution of required information to stakeholders and
• Method for updating and refining the stakeholder management plan as the project progresses and develops.

Manage Stakeholder Engagement
• The process of communicating and working with stakeholders
to meet their needs/expectations, address issues as they
occur.

Manage Stakeholder Engagement
1. Stakeholder Management Plan 1. Communication Methods 1. Issue Log
2. Communications Management 2. Interpersonal Skills 2. Change Requests
Plan 3. Management Skills 3. Project Management Plan
3. Change Log Updates
4. Organizational Process Assets 4. Project Documents Updates
5. Organizational Process
Assets Updates

Communication Methods
There are several communication methods used to share information among project stakeholders. These
methods can be broadly classified into:
• Interactive communication.
A communication between two or more parties performing a multidirectional exchange of information. It is
the most efficient way to ensure a common understanding by all participants on specified topics, and
includes meetings, phone calls, video conferencing, etc.
• Push communication.
Sent to specific recipients who need to know the information. This ensures that the information is
distributed but does not certify that it actually reached or was understood by the intended audience. Push
communication includes letters, memos, reports, emails, faxes, voice mails, press releases etc.
• Pull communication.
Used for very large volumes of information or for very large audiences, which require the recipients to
access the communication content at their own discretion. These methods include intranet sites, e-
learning, and knowledge repositories, etc.

Control Stakeholders Engagement
• It is the process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders.
• The key benefit of this process is that it will maintain or increase the efficiency of
stakeholder engagement activities as the project evolves and its environment
changes.

Control Stakeholders Engagement
1. Project Management Plan 1. Information 1. Work performance
2. Issue Log management systems information
3. Work Performance Data 2. Expert judgment 2. Change requests
4. Project Documents 3. Meetings 3. Project management plan
updates
4. Project documents
updates
assets updates

Quiz
1 – Issue Log is an output of which process area of Stakeholder management?
A. Identify Stakeholders
B. Plan Stakeholder Engagement
C. Manage Stakeholder Engagement
D. Control Stakeholder Engagement
2 – As a project manager you have been given the project charter. Which is the next
process area will you get into immediately?
A. Develop Project Management Plan
B. Identify Stakeholders
C. Plan Communications Management
D. Plan Procurement Management
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Quiz
3 – Salience model is used as one of the classification models for Stakeholder management.
Which combination does it have?
A. Power, Influence
B. Power, Interest
C. Influence, Impact
D. Power, Legitimacy
4 – Interpersonal skills and management skills are used in?

A. Plan Stakeholder Management
B. Manage Stakeholder Engagement
C. Control Stakeholder Engagement
D. Identify Stakeholders
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Quiz
5 – Meetings are used in all process area of Stakeholder management knowledge area,
other than?
A. Identify Stakeholders
B. Plan Stakeholder Management
C. Manage Stakeholder Engagement
D. Control Stakeholder Engagement
6 – Leonard is working as a Project Manager in Soft.com. The CIO had a meeting with
Leonard, and explained him about the key objectives, general time frame, and the business
value of a recent project that the company has won. The CIO assigns the project to Leonard.
What should be the first step of Leonard now?
A. Start Executing the project
B. Begin developing the scope statement
C. Determine the key stakeholder and have a kickoff meeting
D. Determine exhaustive list of stakeholders and seek meetings with them
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Quiz
7. You just received a communication from your client where the client expressed her displeasure on the way
project is progressing so far. In your mind the project is progressing well. What is the best thing to do?
A. You'd reach out to your supervisor and ask her to call up the client.
B. Ignore - The client does not have any facts.
C. You'd send the progress report to client showcasing the project is on track
D. You'd fix up a meeting with client to understand the issue and then plan accordingly
8. Jack has just taken over a project. He finds out that the previous Project Manager created the Stakeholder
Register and Stakeholder Management Strategy documents. He has to find out what "Identify Stakeholder"
process is all about.
A. The process of making relevant information available to stakeholders as planned.
B. The process of defining project stakeholder information needs and defining a communication
approach.
C. The process of identifying all people or organizations impacted by the project, and documenting
relevant information regarding their interest, involvement and impact on project success.
D. The process of communicating and working with stakeholders to meet their needs and addressing
issues as they occur.
Quiz
9. Nick has to send progress reports to various stakeholders. He needs to know to whom he should send the
progress report. Which document should he look at?
A. Stakeholder Register, Communication Plan
B. Stakeholder Analysis, Stakeholder Register
C. Communication Plan, Stakeholder Analysis
D. Reporting Systems, Stakeholder Analysis
10. You are currently working as a Project Manager in Realty Logistics. You have been given responsibility for
moving Infrastructure of ABC Software LTD to the newly procured office in LA. You are currently identifying
stake holders of your project. You have created the Power/Interest Grid. Which of the following types of
stake holders' expectation should be closely managed?
A. High Power - Low Interest
B. High Power - High Interest
C. Low Power - Low Interest
D. Low Power - High Interest

Answers to Quiz
Answer 1. C
Answer 2. B
Answer 3. D
Answer 4. B
Answer 5. C
Answer 6. D, The first step after project assignment is to determine as many stakeholders as possible and
perform stakeholder analysis in order to ensure adequate coverage of requirements.

Answers to Quiz
• Answer 7: D, In case of any conflicts/perception issues, it's always good to reach out to the stakeholder
and close it by providing facts. The first step to solve the issue is to understand and hear what client
means with that communication. It could be matter of perception and you sending the status report
won't help him.
• Answer 8: C, Identify Stakeholder is the process of identifying all people or organizations impacted by the
project, and documenting relevant information regarding their interest, involvement and impact on
project success. Hence, Option C is the correct answer.
• Answer 9: A, Stakeholder Register contains information about who all stakeholders are qualified to
receive the information, and Communication Plan contains when, what, how and who all should receive
the information.
• Answer 10: B, Stakeholders with high power and high interest should be managed closely. Hence, Option
B is the correct answer.

Stakeholder 

Summary
• Q&A
• Discussions

Professional Responsibility

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Philosophy
• Project Manager should
Be a leader
Deal with issues in a direct manner
Act ethically and legally
Be open and upfront
Be professional – Follow PMBOK Processes

Philosophy
• Don’t ask
– What should I do in my organization?
• Important Question
–What should I do?

Code of Ethics and Professional Conduct
• Applies to
– All PMI Members
– All Non Members
• Who hold a PMI certification
• Who apply to commence a PMI certification process
• Who serve PMI in a volunteer capacity

Responsibility
• Our duty to take ownership for
– Decisions
• we make or
• fail to make
– Consequences that result

Respect
• Our duty to show high regards for
Ourselves
Others
Our Resources

Respect
• An environment of respect results in:
Trust
Confidence
Performance Excellence
Fosters mutual cooperation
Diverse perspectives are encouraged and valued

Fairness
• Our duty to make decisions
Impartially
• Our conduct must be free from
Self interest
Prejudice
Favoritism

Honesty
• Our duty to
Understand the truth
Act in a truthful manner

• Integrity – Sticking to high moral principles
• Don’t give Bribe
• Spread Knowledge, Share Knowledge, Mentor,
Teach, adopt best practices

• Be fair to everyone
• Respect differences in a group
• Resolve conflicts in favour of the customer
• Don’t hide things from stakeholders
• Be ethical in all decisions

Summary
• Q&A
• Discussions

PMP Exam Tips and Tricks
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Study tips
Create Learning Maps by drawing

Plan a study schedule ! pictures you can easily remember for
each knowledge area.
Devote time in group study along with

Familiarize yourself with the content
your friends and colleagues who are
outline for the PMP exam.
preparing for the PMP exam.
Read the current Project Management Solve as many possible PMP sample
titles. questions as you can.
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Tips to Take the PMP Exam
Here are the points you should keep in mind while taking the PMP exam:
Read each question Read all answer options even

thoroughly before answering it. if you see the correct answer.
Skip the questions that you are Highlight the answer option
not sure of and review them that you are sure is correct.
later.
Time should be monitored as

you have to complete all
questions in four hours.
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Tips to Take the PMP Exam
Exam Tips
• Schedule time to study and review the study material.

Here are some important tips for the exam:
• Schedule an exam date and commit to it.
• Review the syllabus in your course material.
• Use the syllabus to focus on the corresponding chapters in PMBOK.
• Read the questions carefully.
• Remember that there will be qualifiers such as NOT and BEST.
• Make note of the unique business situation presented.
• Eliminate the distracter options.
• Use your PMBOK knowledge in selecting the best answers.
• If you are stuck on a question, skip it and move to the next one.
• When in doubt, guess. You will not lose points for providing the wrong answer.
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PMP-Type Example Questions
An accepted deadline for a project approaches. However, the
project manager realizes only 75% percent of the work has been
completed. The project manager then issues a change request.
What should the change request authorize?
A. Additional resources using the contingency fund

B. Escalation approval to use contingency funding
C. Team overtime to meet schedule
D. Corrective action based on causes
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An accepted deadline for a project approaches. However, the

project manager realizes only 75% percent of the work has been
completed. The project manager then issues a change request.
What should the change request authorize?
A. Additional resources using the contingency fund

B. Escalation approval to use contingency funding
C. Team overtime to meet schedule
D. Corrective action based on causes
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The project manager develops a process improvement plan to

encourage continuous process improvement during the life of
the project. Which of the following is a valid tool or technique to
assist the project manager to assure the success of the process
improvement plan?
A. Change control system

B. Process analysis
C. Benchmarking
D. Configuration management system
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The project manager develops a process improvement plan to

encourage continuous process improvement during the life of
the project. Which of the following is a valid tool or technique to
assist the project manager to assure the success of the process
improvement plan?
A. Change control system

B. Process analysis
C. Benchmarking
D. Configuration management system
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The project manager meets with the project team to review
lessons learned from previous projects. In what activity is the
team involved?
A. Performance management
B. Scope identification
C. Risk identification
D. Project team status meeting
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The project manager meets with the project team to review
lessons learned from previous projects. In what activity is the
team involved?
A. Performance management
B. Scope identification
C. Risk identification
D. Project team status meeting
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Your team member was supposed to prepare a report for an important meeting.
Unfortunately, the team member submitted the report on the day of the meeting.
While reviewing it on the way to the meeting, you notice some grave errors in the
data. What should you do in this situation?
A. Call off the meeting and rewrite the report yourself to save time and effort.
B. Call off the meeting and reschedule it when the report is fixed.
C. Allow your team member to do the presentation and bear the burden.
D. Inform the meeting attendees that there is an error in the report and continue
with the meeting.
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Your team member was supposed to prepare a report for an important meeting.
Unfortunately, the team member submitted the report on the day of the meeting.
While reviewing it on the way to the meeting, you notice some grave errors in the
data. What should you do in this situation?
A. Call off the meeting and rewrite the report yourself to save time and effort.
B. Call off the meeting and reschedule it when the report is fixed.
C. Allow your team member to do the presentation and bear the burden.
D. Inform the meeting attendees that there is an error in the report and continue
with the meeting.
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Tricky Test Questions
EV = 240,000, AC = 260,000, PV = 250,000, SPI = 0.96, BAC = 700,000.
How much is your new ETC assuming that current variances are typical?
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EV = 240,000, AC = 260,000, PV = 250,000, SPI = 0.96, BAC = 700,000.
How much is your new ETC assuming that current variances are typical?
1. CPI= EV / AC, 240,000/260,000 = .92

2. EAC = BAC / CPI = 700,000/.92 = 760,870
3. ETC = EAC – AC = 760,870-260,000= 500,870
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Your team size will go from 12 to 11 people. How many fewer
communication channels are there on your project?
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Your team size will go from 12 to 11 people. How many fewer
communication channels are there on your project?
1. Number of Communication Channels =n(n-1)/2

2. For 12 members: 12(12-1)/2=66
3. For 11 members: 11(11-1)/2=55
By reducing the number of people by 1 will reduce the number of

communications channels by 11.
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EV = 105 and SPI = 0.9375.
How much is the Schedule Variance (SV)?
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EV = 105 and SPI = 0.9375.
How much is the Schedule Variance (SV)?
1. SV=EV-PV = 105 - ?
2. SPI=EV/PV
3. PV=EV/SPI = 105/0.9375 = 112
4. SV=EV-PV = 105-112= -7
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Suggestions
Following are some suggestions on how to make the exam preparation process easier and more
enjoyable:
• Take practice exams and look at what you got right, what you got wrong, and what
you've learned since your previous attempt.
• Avail or use more simulation exam from the Computer Based Training (CBT) course
available, choose the best resource.
Homework
The high-level ordered lists are:

• The five process groups
• The ten knowledge areas
• The 47 component processes
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Key terms you need to know:
• Constraints
• Assumptions
• Historical information (always an input)
• Organizational policies (always an input)
• Organizational procedures (almost always a technique)
• Corrective actions
• Change requests
• Lessons learned (always an output and can also be an input)
• Work results (output of execution, an input to control)
• The work breakdown structure
• Decomposition
• Expert judgment
• Project charter
• Scope statement
• Statement of work
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Be on the lookout for how the processes for each of the following terms flow, how
the output of one process becomes the input of another:
• Assumptions and constraints.

• Change requests and corrective action.
• The management plans (as an output of planning and an input to both execution
and control).
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Exam Tips
What the exam DOES test
1) Your knowledge of PMI's processes and philosophy (remember this!!!)
2) Your understanding of the many terms that are used to described the processes
3) Your ability to apply those processes in various contexts
4) Your understanding of professional responsibility as it applies to the project management
discipline
5) Your ability to apply key formulas to scheduling, costing, estimating, and other problems.
What the exam DOES NOT test

1) Your project management experience
2) Your common sense
3) Your knowledge of industry practices
4) Your knowledge of software tools
5) What you've learned in management school
6) Your intelligence
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Exam Information

Exam Information Let’s go online and check out !
https://www.prometric.com/en-us/clients/pmi/Pages/landing.aspx
http://www.pmi.org.in/certification.faqs.asp#audit 8927: GURGAON, 8927 INDIA

PROMETRIC TESTING PVT LTD
Iris Tech Park, 2nd Floor Tower A,
Sector 48, GURGAON
Online Form Process
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Online Form Process
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Online Form Process
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Online Form Process
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Online Form Process
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Online Form Process
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PMI Contact Information
Americas
Project Management Institute - Headquarters
14 Campus Boulevard
Newtown Square, PA 19073-3299
USA
E-mail: customercare@pmi.org
Toll number: +1-610-356-4600
Toll free number: 1-855-746-4849
Fax:+1-610-356-464
EMEA India
PMI's EMEA Service Centre PMI India
Lelystad, Netherlands PMI Organization Centre Private Limited
E-mail: customercare.emea@pmi.org Mumbai, India
Toll number: +31-320-239-539 (Middle East and Africa) E-mail: customercare.india@pmi.org
Website: www.pmi.org.in
New Delhi: +91-124-4517 140
Asia Pacific China
PMI's Asia Pacific Service Centre PMI China
20, Bendemeer Road Cyberhub, #04-02 PMI (Beijing) Project Management Institute., Ltd. Rm. 1604-1605A, 16/F,
Singapore 339914 Tel: +65 6496 5501 Ideal International Plaza #.58 Northwest 4th Ring Rd. Haidian District,
Fax: +65 6496 5599 Beijing 100080, China Tel : +86-10-8260 7906 Fax: +86-10-8260 7907 E-
E-mail: customercare.asiapac@pmi.org mail: chinaoffice@pmi.org
Website: china.pmi.org
PMI
Insights
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You must understand the process of
Project Management, i.e.,
what to do first,
second
& next!!
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The Project Manager is assigned during
Project Initiation.
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PMI stresses the fact that a Project manager must work
within the existing systems and culture of a company.
They are known as

Enterprise Environment Factors and they are Inputs
to many Processes
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A Project Manager’s Job is to focus on preventing Problems,
not to deal with them.
If you spend all your times dealing with problems,
You are not great Project Manager
You should have planned the project anticipating all the
problems
which may come your way
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If at all Possible,
all the work and
all the stakeholders
should be identified before the Project Begins!
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The project must be completed on time and budget and
meet all
project objectives.
Otherwise
it is Project manager’s Fault
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Projects Cost and Schedule cannot be finalized
without completing
Risk Management.
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Delays must be made up by adjusting future work.
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The Project Management Plan is Approved by all
parties, is realistic and everyone believes it can be achieved
The Project should be managed to the

Project Management Plan
Make sure you know what actions it takes to create a real

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Many People fail the exam because their vision of
What a Project Manager is? and what he Should do?
is different from that outlined in the ‘PMBOK’ Guide !
They often do not exercise and perform the activities described in the ‘PMBOK’
guide.
Others Fail the exam because they think
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the project manager is supposed to
plan the project on ‘His own’ and
‘TELL’ everyone what to do!
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All Roles and responsibilities must be CLEARLY assigned to specific
individuals on the
Project.
Such responsibilities may include things like attending meetings,
as well as Project works
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Work Breakdown structure (WBS) is the foundation of all
Project Planning
and
Should be used
on every project.
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You cannot get something for nothing;
a change in scope MUST be
evaluated for impact
on Time, Cost, Quality, Risk
and customer satisfaction
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PMI does not approve of Gold Plating !
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Project Manager must be Proactive.
Correct answers indicate that the project Manager must
Find problems early,
look for solutions and
prevent problems
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Every Organization should have a
Project Management Office
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Planning is very important and all projects
must be planned.
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One should always follow plan – do – check
–act cycle stressed in quality management
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All changes must flow through the change
request process and integrated change
control
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The constraints the project manager must manage
include
scope, time, cost, quality, risk and customer satisfaction.
Any change to one must
Be investigated for impacts on All
as part of
integrated change control
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Quality should be checked before an activity
or work package is complete
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The project manager must spend time trying
to
Improve Quality
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The Project Manager
must make sure the authorized approaches
and processes
are followed
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You are required to understand that people
must be compensated for their work
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You should spend time documenting
who should do what
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Lessons Learned is
a
PMI Best Practice!!
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PMP Certification Workshop based on PMBOK 6th Edition

Sujoy Dutta, PMP

 International PM Consultant and Trainer

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With Previous batch of trainees of PMP at Spectrum, Dubai

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Sujoy Dutta, PMP With Engineers of ONGC at Dehradun, Uttar Pradesh

Sujoy Dutta, PMP With Engineers of IFFCO at Paradeep plant, Orissa

Sujoy Dutta, PMP 8

With Engineers of NTPC at NTPC PMI, NOIDA, Uttar Pradesh

Sujoy Dutta, PMP

At Fortune Institute of International Business, New Delhi (www.fiib.edu.in)

With New Product Engineering planning Team of Honeywell, Bangalore, India

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Integration Communications Stakeholder

 Project Management Institute (PMI®) is a not-for-profit association

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ATTEND BECOME BOOK Pass the

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Knowledge Tested for FIVE process groups

200 Multiple Choice Questions

Randomly Generated Questions

Rating Based System

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Project Management Process Percentage of Number of

Monitoring and Controlling 25 50

Sujoy Dutta, PMP Note : There is no penalty for wrong answer 33

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Note : There is no penalty for wrong answer

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• For details please read more information at PMI.Org http://www.pmi.org/Certification/Maintain-Your-Credential.aspx

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 Includes widely applied practices and innovations

 The knowledge and practices that are applicable to most projects

 PMBOK is used as a reference for professional development programs

 Current version is PMBOK 6

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When you don’t know where you are going

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Deliver the right Optimize the use of

Manage constraints Balance the