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- Rebecca Lyles, PMP

Project Management and Documentation

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Technical Writer since 1982

Technical Editor since 1985

Technical Manager since

1991PMP since 2003

My experience

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Shameless Plug

www.textcpr.com

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Telecommunications (landline and cellular) Technology development process Software development Manufacturing Publishing Information systems Enterprise content management Sales, marketing, training

Industries and fields

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Project Management Institute Website: pmi.org

PMBOK® Process-based

Inputs Tools and techniques Outputs

Five process groups Nine knowledge areas

PMP certification – what is it?

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Ultimate guide and standard Source and reference Inputs (documents, plans, designs) Tools and Techniques (mechanisms applied

to inputs) Outputs (documents, products) Updated often – check editions

PMBOK®

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Five process groups Initiating Planning Executing Monitoring and Controlling Closing

Project Management Institute

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Nine knowledge areas Integration Scope Time Cost Quality Human Resource Communications Risk Procurement

Project Management Institute

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Four-year degree (bachelor’s or global equivalent) Three years project management experience 4,500 hours leading and directing projects 35 hours of project management education

- or –

Secondary diploma (high school or global equivalent)

Five years of project management experience 7,500 hours leading and directing projects 35 hours of project management education

PMP eligibility requirements

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Project Management Professional (PMP)® Certified Associate in Project Management

(CAPM)®

Program Management Professional (PgMP)®

PMI Scheduling Professional (PMI-SP)®

PMI Risk Management Professional (PMI-

RMP)®

PMI Certifications

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Challenging exam◦ Psychometric◦ Monitored◦ Four hours

Books (PMBOK® and supplements) Week-long boot camps Entire industry around prep books, CDs College courses, lectures Private seminars, study groups Do-it-yourself

PMP exam preparation

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PMBOK® - latest edition Rita Mulcahy Prep book, CDs Buy used, but check edition Make a plan Stick to your schedule Record your own audio Carry note cards Use spare time

DIY Tips

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PMBOK covers everything Much is irrelevant to documentation Costs (usually not your

responsibility) Quality (may be relative, “luxury”) Risk – someone else’s problem Formulas for finite measurements Procurement practices

Scope of knowledge for certification?

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Program Evaluation and Review Technique

Network diagrams - PERT

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Used in MS Project

Network diagrams - Gantt

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Cost Variance EV - AC

Schedule Variance EV - PV

Cost Perf. Index EV / AC

Float or Slack LS-ES and LF-EF

Est. At Completion (EAC)

BAC / CPI,AC + ETC -- Initial Estimates are flawedAC + BAC - EV -- Future variance are AtypicalAC + (BAC - EV) / CPI -- Future Variance would be typical

Variance At Completion

BAC - EAC

Benefit Cost Ratio Bigger is better ((BCR or Benefit / Cost) revenue or payback VS. cost)Or PV or Revenue / PV of Cost

Project management formulas

∞

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Pro: Discipline, knowledge, structure Sense of accomplishment Opens doors Provides credibility

Con: Significant effort Can be expensive Learn many things you’ll never use

Is PMP certification worthwhile?

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Ensure thorough requirements definition Engage stakeholders appropriately Keep scope contained Identify items in critical path Assign resources Define responsibilities Track deadlines Communicate as necessary

How does PM apply to documentation?

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Project, process, procedure

Process – a series of ongoing, repeatable, functional actions that can be applied to different situations and needs.

Project – “a temporary endeavor undertaken to create a unique product, service, or result.”

PMBOK® Guide, 2004

Procedure – a series of steps or actions always performed the same way, in the same situation, for the desired result.

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Project, process, procedure

A documentation project

can be part of an overall development process

in which the (naming, backup, fire safety?)

procedures are defined by the company.

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Taking the best from PM

Get buy-in from stakeholders

Check often to maintain

requirements and scope

Sequence tasks, progress, critical

path

Triple constraint Define roles and responsibilities

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Simplified project plan

Goal Start dateCompletion

date

Project team

Milestones, deliverables

Scope Stakeholders

RisksResponsibiliti

es and workflow

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Who is the audience and what is the purpose?

What is the desired outcome? Why are we doing this? What are the deliverables? How will we evaluate our success? How will the company evaluate our

success?

Project goal

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What is the official kickoff date? Are we waiting for something? Is there anything we can do now? Do the stakeholders know the start date?

Project start date

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When does the requester need it? Is that realistic? If not, what can we do to meet it? What are our options? Documentation usually doesn’t have the

luxury of deciding completion date

Project target completion date

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What will we do? What will we not do? Do the stakeholders understand that?

Project scope

“Beyond the scope of this

project.”

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Outside the project team, who has a special interest in this project?

Project stakeholders

Name Function Company/Department

  Sponsor  

  Suppliers  

  Customers  

  End users  

  Subject matter experts  

  Support analysts  

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Who will perform the tasks required for this project?

Project team

Name Function Company/Department

  Project Manager  

  Group manager  

  Individual contributor  

  Reviewer, tester  

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What are the important events, results, and products, and when do they need to be completed?

Project milestones and deliverables

Event or DeliverableDate Due

(chronological)

Executive summary  11/1/2011

High-level outline  11/15/2011

Chapter descriptions  11/22/2011

Lab exercises  12/15/2100

Test questions  12/31/2011

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Responsibilities and workflowInput/Trigger Task Responsible Output/Result

Course Design Document1. Identify image

requirementsCourse Developer

List of image requirements

List of image requirements

2. Create initial image Image Developer Initial image

Initial image 3. Create lab files for image

Course DeveloperLab files to be added to imageDraft student labs

Initial image4. Add lab files to the

imageImage Developer Updated imageLab files to be added to

image

Updated image 5. Create image recipe Image DeveloperImage recipe and test script

Updated image6. Test image (internal) Course Developer

Image test results, lab editsImage test script, lab

drafts

Image test results 7. Update image Image Developer Updated image

Updated image8. Create Setup and

Readme filesImage Developer Setup and Readme files

Updated image 9. Release image and documentation to Operations

Image DeveloperOperations takes possession of image and documentation

Recipe, Setup and Readme files

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What unplanned events could affect the outcome of the project?

What will we do if these happen?

Risks

Risk Mitigation

 Developers not available when needed

Write sections out of order, review later for continuity

 Decision to offer internationally Edit for translation, International English

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Research the options at pmi.org Talk to people who have certification Assess your career choices Choose a learning method Apply what works for you Certified or not, use the principles – They’re

good!

Conclusion

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Project Management Institute SD Chapter, PMI Text CPR LinkedIn Project Management Body of Knowledge

(PMBOK Guide®) Amazon – Rita Mulcahy prep book, CDs

Resources

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Questions

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