pmeducate guide 5th edition

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To fully prepare for the Practice Exams and Optional Chapter tests, we recommend reviewing the corresponding PMBOK chapters:

Review Guide Chapter 1 ---- PMBOK Chapter 1









Review Guide Chapter 10 --- PMBOK Chapter 10






A PROJECT by definition is a temporary undertaking to create a unique product, service, or result. Projects help the organization achieve its goals. Projects organize activities that are not addressed through usual day-to-day operations.

Characteristically, a project:

is temporary creates unique products, services, or results provides progressive elaboration

Examples of projects include:

creating a new product creating a new service constructing a building deploying a new business process improving an existing business process implementing a new information system



Both projects and operations:

have people perform them are constrained by limited resources are planned, executed, and controlled

Operations differ from projects because they:

are ongoing and repetitive have objectives that are continuous adapt to new objectives so the work continues to sustain business



Organizational Project Management (OPM):

manages the execution of the organizational strategy identifies the right portfolios, programs and projects prioritizes portfolios, programs, projects and related work may require a dedicated PMO



PROGRAMS are groups of projects managed in a coordinated way to obtain greater benefits and control, which could not be achieved from managing the projects separately. They are a combination of related projects, sub-programs and related work.

PLANS are characterized and classified according to:

their function or use to which they are applied their objectives, policies, procedures, methods and rules whether they are short-term or long-term in duration

PROGRAM MANAGEMENT is the utilization of knowledge, skills and best practices to deliver a successful program. It involves optimizing resource utilizations between the projects, strategic alignment of the projects, and managing changes, conflicts and issues to deliver the program.



PORTFOLIOS are collections of projects or programs and their associated operations that are grouped together to facilitate effective management and to meet strategic objectives.

PORTFOLIO MANAGEMENT:

satisfies strategic business objectives aids in selecting appropriate projects and programs to maximize the

portfolio value.

typically requires senior managers to be responsible for an organization's portfolio management.



PROJECT DELIVERABLES can be unique products, services, or results. They are measurable, verifiable work products. Examples include: feasibility studies, prototypes, design documents, or specifications.

PRODUCTS are quantifiable. They can be an end item, or a component item.

SERVICES support production or distribution. For example business functions which support production are services.

RESULTS can include new and beneficial processes.

THE PROJECT MANAGEMENT OFFICE (PMO) is referred to as a program management office, project office, or program office.

The PMOs purpose is to aid in centralizing and managing a

program.

The PMO manages the overall centralized risks, opportunities,

resources, enterprise-wide technology, etc for numerous projects.



Supportive PMOs provide project management consultancy to the organizational project managers. They maintain organizational project documents, plans and lesson learned.

Controlling PMOs ensure compliance of organizational project management processes, procedures and policies.

Directive PMOs take full control over the organizational projects by having the project managers directly reporting to the PMO.



All managers are fundamentally responsible for directing people, which includes:

communicating

motivating

leading

coaching

administering procedures

conflict resolution

All managers perform similar duties in directing resources for which they are accountable. These duties are known as FUNCTIONAL MANAGEMENT, which include the functional responsibilities of:

planning

organizing

controlling

monitoring



THE FUNCTIONAL MANAGER is a specialist, and knows technical details about the work and operations. Functional managers are direct, technical supervisors, and use an analytical approach to problem-solve and make decisions.

THE PROJECT MANAGER is a generalist and a facilitator, has a varied background of experience and knowledge, and uses a systems approach to make decisions, coordinate, and integrate the elements of the project toward completion.

Successful project managers are also adept at conflict and stress management.

THE PROJECT MANAGER (PM) is primarily responsible for:

meeting project requirements

project performance

successful project completion



Characteristically, a successful project manager is someone who:

has a high degree of flexibility and adaptability to changes

is a good communicator

is persuasive

can function in an ambiguous environment with ill-defined relationships

has the ability to manage and resolve conflict situations.

The project manager should be knowledgeable and skillful in:

interpersonal skills

general management as well as project management

practical applications of knowledge, standards, and regulations

the project environment



The PMs responsibility to the organization:

competency

accurate and timely communications

alerting upper management and recommending alternative solutions when technical, cost, or schedule objectives or contractual obligations are not being met

proper resource utilization

The PMs responsibility to the project team:

maintaining effective communication and interpersonal relationships

providing adequate resources to accomplish the end result on time and within budget

making or enforcing necessary decisions to avoid delays and to be sure project objectives are met



The PMs responsibility to the project:

ensure the integrity of the project

negotiate project contract work orders, change orders, and progress payments with functional departments and managers

meet profit objectives

produce the specific end product or result within technical, cost, and schedule specifications with the available resources





READ THE FOLLOWING PMBOK GUIDE CHAPTER: CHAPTER ONE

OPTIONAL: TAKE CHAPTER ONE OPTIONAL TEST

STOP!

PROJECT SCOPE is defined as work to be done.

The scope of the project is work that must be performed to deliver a product, service, or result with specified features and functions. The scope is defined when the team begins the planning phase.

The project scope begins as a general idea with end goals and objectives. It becomes more detailed as the team develops a structured breakdown of the project, identifying specific details.



Establishing the 'project start-date' is important since there are many elements of the project that depend on it, including when the project should be complete.

Set the project start date after:

the idea and high-level budget are approved the project manager and team are either assigned or proposed the project agreement or contract is signed those directly involved in the project have met (pre-project meetings)

Establish the project end-date according to:

project acceptance a specified test or implementation period after tasks or work is

completed status changes (upon individual phase completions)

assured satisfaction, or end of a production run. handover and training



Project managers divide projects into phases to provide better management control.

A PROJECT LIFE CYCLE is comprised of stages, from origin through to completion.

The Project Life Cycle includes:

the beginning and end of a project

the transitional activities and ongoing operations links

technical work in each phase of the project

the deliverables generated

who does the work

how each phase is controlled and approved

The project life cycle may be just one phase of a product life cycle.



SUBPROJECTS WITHIN PROJECTS have their own distinct life cycles.

Primary concerns during the entire Project Life Cycle are:

performance

time

cost

Note: Performance and schedule concerns are typically more important than cost during all stages, because they determine quality and timely completion.



Most Project Life Cycles share common characteristics:

Phases are typically sequential, defined by technical information.

Cost and staffing levels are LOW at the beginning of the project, PEAK during the intermediate phases, and DROP SHARPLY as the project concludes



INTERMEDIATE PHASE

INITIAL FINAL

PHASE PHASE

TIME

Cost

&

Staffing

Level

Source: A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition (2013, Project Management Institute, all rights reserved)

Projects typically begin slowly, pick up speed, and progress to a peak, and then slow again until they reach completion. Some projects slow down so significantly toward the end that they actually act as though they are resisting completion. The primary reason for this is the numerous parts that must all come together, or loose ends that must be tied up.



% PROJECT

COMPLETION

100% END PROJECT

SLOW FINISH

QUICK

SLOW PROGRESSION

START

0% PROJECT

BEGIN PROJECT TIME

The pattern of the SLOW-RAPID-SLOW progression, is typically due to the changing levels of resources and project effort during the life cycle.

TIME DISTRIBUTION: Things move more slowly at the beginning. Progress picks up during project activity and slows as activity ceases, final evaluations are done, and the project becomes complete.



PEAK LEVEL OF EFFORT

LEVEL

OF

EFFORT

PROJECT

TIME

Conception Selection Planning, Scheduling, Evaluation &

Monitoring & Controlling Completion

THE LEVEL OF UNCERTAINTY IS HIGHEST = RISK OF FAILURE IS HIGHEST, at the beginning of the project. The ability of stakeholders to influence the final product and final cost are highest at the beginning of the project.



HIGH

Stakeholder

Influence

LOW

PROJECT TIME


Influence of Stakeholders

Cost of Changes

Project Phase Characteristics

A project can have multiple phases.

Each project phase completes one or more of the project

deliverables.

The closure of a phase usually hands over completed work as an

input to the next phase.

End of every phase provides a gateway or decision-point to review

the progress of the project and take necessary corrective and

preventive actions.

Phase-to-Phase Relationships

sequential

overlapping



Predictive Life Cycles

are fully plan-driven

project requirements are determined early

changes need to be carefully managed

Iterative and Incremental Life Cycles

project phases and activities are intentionally repeated

repetitions add functionality to the end product

repetitions are allowed to incrementally develop the end product

Adaptive Life Cycles

is a change-driven approach

suitable when high levels of change are required.

are also called agile methods

iterations are allowed to change the project requirements and scope



PROJECT STAKEHOLDERS are anyone who positively or negatively impacts

the project, including the:

Project Manager who is not required to be a technical expert, but is responsible for managing the project and project deliverables.

Customers who purchase the projects product or service.

Users who will directly use the end-product, end-service, or who are affected by the end result.

The Performing Organization which is the enterprise whose employees are most directly involved in the work on the project.

Sponsors who provide financial resources for the project.

Project Team Members which comprise the group performing the work.

Others who include government agencies, media outlets, individual citizens, owners, and sellers, etc.

Project Stakeholders are important because of the positive/negative impact and influences they bring to the project.



The Project Team is comprised of:

project management staff

project staff

supporting experts

users and customer representatives

sellers

business Partner Members

The Project Team can be:

dedicated

part-time



The organization is based on the process of organizing.

The principle of organizing:

is every managers responsibility

creates jobs and new positions

is not a one-time process

The result of organizing = AN ORGANIZATIONAL STRUCTURE

AN ORGANIZATIONAL STRUCTURE = a system of activity-authority relationships



Characteristically, organizational structures are both:

FORMAL: Having an officially established network and framework of relationships between horizontal levels (divisions, departments) and vertical levels (various management levels).

INFORMAL: Having voluntary and unplanned networks of interpersonal relationships, methods, and procedures, which do not appear on the organizational chart.



Characteristics FORMAL INFORMAL

Type of System Static Dynamic

Objective Achieve overall objective Resist change; informed about

organizational events; protecting group

members

Leadership Authority & responsibility are assigned per

position

Informal leaders emerge as spokespeople

for the group

Authority Bureaucratic Entrepreneurial

Power & Control Directly related to job description & position on

the organizational chart

A function of clout, influence,

connections, impressions

Reward System Sharing or withholding benefits based on

contribution and loyalty to the org

Reflected by status within the group

Status & Symbols Differentiation between employees on various

levels

Higher status individuals are recognized

Communications Formal communications following the chain of

command

The grapevine might reinforce or distract

from formal communication

Organizational Norms Formal rules, policies, procedures enforced Desire to fit in with peers; conform

Discipline Enforced per formal policies & procedures Group acceptance and enforcement

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AN ORGANIZATIONS CULTURE provides the organization and its employees with an identity. It facilitates a commitment:

through rewards

through a social system which provides standards and procedures and social norms

through influencing employee behavior and performance

The organizations culture directly influences the project through:

shared values, norms, beliefs, and expectations

policies and procedures

a view of authority relationships with subordinates

work ethic and work hours



BUREAUCRATIC CULTURES provide control in the pursuit of an organizations goals. They are:

formal structures

more objective and impartial in hiring, firing and promoting

focused on technical expertise rather than connections, social status or family ties

governed by detailed rules and regulations

ENTREPRENURIAL CULTURES:

provide flexibility and personal latitude for employees to fully utilize their strengths

are designed to empower employees and encourage responsibility

are informal, decentralized, have open communication and relationships

have a wide span of control and emphasize flexibility, adaptability, and creativity



WEAK CULTURES:

inhibit success

have difficulty prioritizing

have weak or no leadership

lack daily organizational routines

EXCESSIVELY STRONG CULTURES:

can create barriers to change and improvement

can create diversity, and cross-departmental and cross-organizational cooperation.



The performing organizations structure and culture typically constrain available resources, which in turn impact projects.

Major types of organizational structures include:

FUNCTIONAL ORGANIZATIONS which are hierarchical organizations that group staff by specialty (engineering, manufacturing, accounting, etc.). The project manager assumes little or no authority, nor does the project manager have or need resources available.

PROJECTIZED ORGANIZATIONS which give the project manager high to total authority, budget control, and access to resources. Project management is a full-time role and the project manager has an administrative staff.



MATRIX ORGANIZATIONS which are a mix of functional and projectized cultures. They distribute specified products or market functions to each self-contained division or industry of the parent organization. The functional manager controls the budget in weak organizations, and the project manager controls the budget in strong organizations. The functional manager and project manager share the responsibility within balanced matrix organizations.

PMOs may be found in all types of organizations. However, they are more predominantly found in PROJECTIZED and STRONG MATRIX types of organizations that have more open environments and structures.



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ORGANIZATIONAL

STRUCTURE

PROJECT

CHARACTERISTIC

FUNCTIONAL

MATRIX

PROJECTIZED

WEAK BALANCED STRONG

Project Managers

Authority

Little or

None

Limited Low to

Moderate

Moderate to

High

High to Nearly

Total

Resource Availability Little or

None

Limited Low to

Moderate

Moderate to

High

High to Nearly

Total

Project Budget Control Functional

Manager

Functional

Manager

Mixed Project

Manager

Project

Manager

Project Managers Role Part time Part time Full time Full time Full time

Project Management

Administrative Staff

Part time Part time Part time Full time Full time


Organization Process Assets are processes, procedures and knowledge an organization maintains and applies to all of the projects. These include:

guidelines

project selection criteria

change control procedures

policies

templates

lessons learned

historical project files and information

databases



Enterprise Environmental Factors are the conditions that surround a project and influence it. The project team has limited to no control over these factors. These include:

organizational culture

facilities & infrastructure

human resources

work authorization systems

marketplace conditions

political climate





READ THE FOLLOWING PMBOK GUIDE CHAPTER: CHAPTER TWO

OPTIONAL: TAKE CHAPTER TWO OPTIONAL TEST

STOP!

PROJECT MANAGEMENT involves processes of:

Initiating

Planning

Monitoring

Controlling

Closing

A Project Management system is a set of processes and control functions that assists the project manager in managing a project to completion. These include tools, techniques, technologies, and methodologies.



The Project Management plan describes how the project management system will be used in guiding the project to completion.

Why are Project Management plans important?

Project Management plans help avoid waste of time, resources, and capital

Project Management plans provide a guide for implementation by outlining what needs to happen, who needs to do it, and when and how it needs to be done.

A PROCESS is intended to achieve a specified set of products, results or services through execution of a series of interrelated actions.

PRODUCT-ORIENTED PROCESSES interact with, and overlap, project management processes. Product-oriented processes create a specific end product.



The Project Management process is a set of interrelated actions and activities performed to achieve a specific goal or objective.

Project Management processes are:

integrative

integrated

defined according to Process Group.

The purpose of the project management process is to:

initiate

plan

execute

monitor and control

close the project

The project manager and team determine what processes from the process groups will be implemented to achieve the desired objective. The concept for the interaction among the project management processes is the PLAN-DO-CHECK-ACT Cycle.



The INITIATING PROCESS GROUP consists of the processes that facilitate the formal authorization to begin a new project or project phase.

Prior to beginning these activities, business needs or requirements are documented.

Stakeholder involvement is paramount, and helps ensure success, shared ownership, and acceptance of deliverables.

The PLANNING PROCESS GROUP helps gather information from many sources so the project management plan may be developed.

Interactions are dependent upon the nature of the project.

Feedback and refinement cannot go on indefinitely. Procedures are set by the organization to determine an end point for the planning effort.



The EXECUTING PROCESS GROUP consists of processes used to complete the work defined in the project management plan.

People and other project resources are coordinated.

Project management plan activities are integrated and performed.

The scope defined in the project scope statement is addressed, and approved changes are implemented.

Note: Normal execution variances will cause some re-planning.

The MONITORING AND CONTROLLING PROCESS GROUP consists of the processes performed to observe project execution, so potential problems may be identified in a timely manner and corrective action taken to control the execution of the project. d

Changes are controlled.

Preventive action is recommended in anticipation of potential problems.

The entire project effort, as well as the project work itself, is monitored and controlled.



The CLOSING PROCESS GROUP consists of processes used to finalize all activities and close the project or project phase.

Process Interactions:

Project Management process groups are linked by inputs and

outputs.

The output of one process typically becomes the input of another

process.

In accordance with the International Organization for Standardization (ISO):

STANDARDS are documents established by consensus, approved by a recognized body, aimed at achieving an optimum degree of order in a given context.

REGULATIONS are government-imposed, mandatory requirements that specify products, processes, or services and their administration.

Standards vs. Regulations: All processes and their outputs must comply with established rules, regulations, standards, and procedures.



The Project Management Process groups must not be mandated to be followed sequentially. They show interactive and iterative nature



Planning Processes

Executing Processes

Initiating Processes

Closing Processes

Monitoring & Controlling Processes

TO HELP ENSURE PROJECT SUCCESS, appropriate processes must be selected that fit specific project objectives. A defined approach is adapted that is appropriate for the project, which complies with stakeholders' needs and expectations. Project scope, resources, and risk are balanced to produce a quality product.

GOOD PRACTICE is a general agreement that the application of the project management processes will enhance the chances of success over a wide range of projects.



Due to many and varied responsibilities, project managers synthesize (combine) their tasks, referred to as MULTI-TASKING.

To do this and maintain a degree of efficiency, the project manager must know:

What needs to be done?

When does it need to be done by?

How will the necessary resources needed to do the job be obtained?

Who will be the most concerned about each project phase as the project progresses?





READ THE FOLLOWING PMBOK GUIDE CHAPTER: CHAPTER THREE

OPTIONAL: TAKE CHAPTER THREE OPTIONAL TEST

STOP!



INTEGRATION is primarily concerned with effectively combining project management process groups required to accomplish project objectives in accordance with organizational procedures.

PROJECT INTEGRATION MANAGEMENT involves identifying, defining, combining, unifying, and coordinating various processes and project management activities. It coordinates and integrates interrelated stages and project processes to ensure timely and cost effective project completion. In terms of project management, integration management is characterized by unification, consolidation, and articulation of integrative actions for successful project completion.

The Major Project Integration Management processes include:

1) Develop Project Charter

2) Develop Project Management Plan

3) Direct and Manage Project Work

4) Monitor and Control Project Work

5) Perform Integrated Change Control

6) Close Project or Phase



Primary objectives project managers attempt to accomplish through the integration process include: performance, effectiveness, and cost.

The project manager should focus on performance reliability and quality. When the project system needs to be corrected or repaired, it must be done efficiently and cost effectively.

VALUE ENGINEERING is used to examine cost tradeoffs, which is an important part of the integration process. Value engineering is a controlled application of common sense and technical knowledge, directed at finding and eliminating unnecessary costs within a project. Value engineering is designed toward a specific project.

The project manager uses integration management in:

decision-making

determining and mitigating potential risk

coordinating overlapping processes and activities

Although project management processes are typically presented as individual components, in reality, they actually interact and overlap. The project manager must consider all dynamic process interactions.



Planning processes are integrated when:

project changes become necessary

revised scheduling/time and cost/budget management is required

there exists a risk that a problem is not isolated, or will not be permanently resolved, or that the project cannot be completed.

Unforeseen obstacles arise during a project. All project life cycle phases can experience conflicts. In the early project life-cycle, project elements are adjusting to each other, and issues for debate may include:

project feasibility

basic project planning

objectives

proposed scope



Additional resources used to resolve the problem and manage the situation are required if the project is to continue toward completion.

Technical and interface problems have generally been solved, bypassed, or resolved and put in place by the Integration Close Out, or Phase Out phase. In instances where technology might be installed on a client's system, for example, technical conflicts might exist but tend to be minimal.

Schedules create the most conflict, as projects have firm deadlines which must be met. Schedule slips might have occurred in previous phases that caused project completion to be off-target.



Cost overruns are usually tolerated providing they are not high or excessive.

Personality conflicts are the second biggest reason for conflict during close out.

When conflict arises between team members that results in delays in the project, the project manager should focus on objective criteria and options for mutual gain.

The project manager that tries to avoid conflict is inviting disaster. The project manager must focus on objective criteria for the project, as well as listen to information needed to find a win-win. They must seek the most practical resolution, so project execution can move forward.



Integrative activities the Project Management team performs include:

scope analysis

product requirement documentation

measuring and monitoring the project and products

analyzing project risks

managing changes

Note that project deliverables may also need to be integrated with operations. Integration may be required with the performing organizations operations or those of the customers organization. Integration can also encompass ensuring the project is consistent with long term strategic planning for the organization.



Project Integration Management includes processes of:

Develop Project Charter which formally authorizes the project or project phase.

Develop Project Management plan which documents all actions necessary to coordinate subsidiary plans into a main project management plan.

Direct & Manage Project Work which executes the work defined in the project management plan necessary to achieve project requirements.

Monitor & Control Project Work which monitors and controls processes used to meet performance objectives defined in the project management plan.

Perform Integrated Change Control which includes reviewing all change requests and changes to deliverables and organizational processes.

Close Project or Phase which finalizes all activities to close the project or project phase.



The first process of project integration management the team performs is Develop Project Charter, which formally authorizes the project or project phase.

THE PROJECT CHARTER authorizes the project and links it to the ongoing work of the organization.

Process input documents include:

project statement of work

business case

agreements

enterprise environment factors

organizational process assets

The project manager should be assigned to the project as early as possible, and always prior to the start of planning. The Project Charter gives the project manager the authority to apply organizational resources to project activities.

The project charter is issued by a sponsor or initiator, who is at a level that is appropriate for funding the project.



Projects can be authorized and chartered external to the organization by an enterprise or company, government agency, a portfolio organization, or program organization. This is generally due to a market demand, business or social need, customer request, technology, or legal requirement.

The project charter should either directly or indirectly address the:

requirements that satisfy customers', stakeholders, and business needs and influences

project purpose, justification, summary milestone schedule, and budget

level of authority of the assigned project manager, and the functional organizations

organizational, environmental, and external assumptions and constraints



Project Charter development involves:

documenting the business needs documenting project justification documenting high-level customer's requirements documenting high-level project risks summary milestone schedule and summary budget approval requirements

Tools and techniques used to develop the Project Charter include:

expert judgment supplied by: Consultants, Stakeholders, Outside professional and technical associations, SMEs (Subject Matter Experts), The PMO, Specific industry groups, Units within the organization etc.

facilitation techniques including: brainstorming, conflict resolution, problem solving and management meetings etc.



PROJECT SELECTION involves measuring values or attractiveness to the project owner or sponsor.

The SOW is the PROJECT STATEMENT OF WORK, which is a description of products or services to be supplied to the project. The Project Statement of Work captures:

the business need

the strategic plan

the product scope description

The Project Statement of Work for internal projects defines work based on business need and product or service requirements. An organizations business need might include:

training

technology

market demand

government or legal requirements



The Strategic Plan should be considered when making project selection decisions. All projects should support the organization's strategic goals.

The project statement of work for external work, or product scope description, may be received from a customer as part of a bid document.

AGREEMENTS are used in development of the project charter, if the project is being performed for an external customer.

The Business Case is a key input to the Project Charter. Business cases are generated or supported from one or more of the following:

customer requests

market demand

needs within the organization

technological, legal, ecological or social changes (or needs)



Enterprise environmental factors and systems such as: organizational culture and structure, government or industry standards, infrastructure, existing human resources and personnel administration, marketplace conditions, MIS, and commercial databases are considered during the development of the Project Charter.

Organizational process assets encompass historical data from previous projects. These include schedules, templates, risk data, and earned value data.



The Project Management Plan defines how the project is:

executed

monitored

controlled

closed

It may include subsidiary management plans.

The Project Management Plan documents:

planning process outputs, such as how changes will be monitored and controlled

communication techniques among stakeholders

how work will be executed to accomplish objectives

the selected project life cycle for multi-phase projects



Subsidiary plans of a Project Management Plan include:

schedule

cost

quality

process improvement

risk

communications

staffing management plans

procurement

scope

requirements

The Project Management Plan is updated and revised during the Perform Integrated Change Control process using project management methodology, the PMIS, and expert judgment.



TOOLS & TECHNIQUES USED TO DEVELOP THE PROJECT MANAGEMENT PLAN:

The project management team uses expert judgment and facilitation techniquesto develop the project management plan.

The Project Management Plan contains subsidiary plans. These subsidiary plans are developed separately and prior to compiling the project management plan.

The Develop Project Management Plan process integrates all the subsidiary plans into the comprehensive project management plan.



There are other project documents developed during the project lifecycle that are not usually part of the Project Management Plan. These documents include:

project activity lists, activity attributes

activity costs and resource estimates, basis of estimates

agreements and contracts

change logs, issue logs and change requests

forecasts and project performance reports

procurement documents

project and resource calendars

project charter

project network diagrams

project statement of work

requirements documentation

risk register

stakeholder register



Direct & Manage Project Work is the integrative process that performs work defined in the project management plan.

Activities and outputs include:

project deliverables

activities to accomplish requirements

acquisition and use of resources

implementation of methods and standards

communication

project work performance data

change requests

corrective and preventive actions

vendor management



Tools and Techniques include:

Expert judgment

Project management information system which provides scheduling tools, work authorization systems, configuration management systems, and information gathering and distribution systems.

Meetings for information sharing, brainstorming and decision making.



Products, services, and results of the project are in the form of tangible deliverables such as buildings, roads, etc. and intangible deliverables such as training.

Part of the project execution process involves collecting work performance information about the completion status of the deliverables. This information is

fed into the performance reporting process.

APPROVED CHANGE REQUESTS are documented policies, procedures, costs, schedules, and other project management plan modifications that alter the project. Approved changes shall be implemented by the project team.

If changes are necessary they are typically requested during either the project execution and/or monitor and control phases.



APPROVED CORRECTIVE ACTIONS realign the performance of project work with the project management plan.

APPROVED PREVENTIVE ACTIONS ensure the future performance of the project work is aligned with the project management plan.

APPROVED DEFECT REPAIRS are documented, authorized requests for product defect correction during quality control and audit processes.



MONITORING is a part of project management that is performed throughout the project. Monitoring includes:

collecting information

measuring performance

disseminating performance information

issuing change requests

Monitoring data is assessed to implement process improvements.

Continually monitoring the project helps keep the project (schedule and cost) on-track, and identifies areas requiring special and immediate attention (quality control). Monitoring also aids in mitigating pre-determined areas of risk.



The integrative Monitor and Control Project Work process monitors and controls the project in an effort to meet performance objectives. "Changes, cost scheduling, and quality control" are activities performed within these processes. The process includes monitoring and controlling activities used to:

initiate

plan

execute

close out a project or phase

Monitoring and controlling project work involves:

keeping progress reports

measurements and forecasting

identifying and tracking project risks

tracking approved changes and processing documented updates

generally assessing and comparing project performance against the project management plan and performance baselines



The project manager implements corrective or preventive actions to control project performance. Project Progress Payments are made at periodic intervals until the project is complete. The amount of each payment is based on completed, approved, and quality-accepted work, plus any additional markups for contractor overhead and profit.

The EARNED VALUE TECHNIQUE, often called the earning rules and crediting method, is used to measure performance throughout the project to closure. It provides a means of forecasting future performance based on similar past performance.

FORECASTS are estimates of future conditions and events of the project that are based on information and knowledge available at the time. They are revised, updated, and reissued based on work performance information provided as the project is executed. Project work performance used for forecasting is based on past and expected future performance information that can impact the project. The information may include the estimate at completion and/or the estimate to complete.



The Tools and Techniques involved with the monitoring and controlling project work process are:

expert judgment

analytical techniques such as Regression analysis, causal and root cause analysis, time series analysis, scenario building, failure mode and effect analysis, reserve analysis, trend analysis, variance analysis and forecasting methods etc.

project management information systems

meetings



The project management plan, project scope statement, and deliverables are maintained and updated by continuously managing changes. This is done by rejecting or approving changes and incorporating those approved into a revised baseline.

The Project Manager incorporates integrated change control into his/her activities by:

identifying that a change needs to occur or has occurred

ensuring that change is approved prior to implementation

managing the number of change requests, and reviewing all

corrective and preventive actions to reduce the number of changes

maintaining the project change log



Proposed changes may require revisions to:

project requirements

cost estimates

schedules

resources

risk response alternatives

the project scope

the project management plan and other project documents

project deliverables and their characteristics



Configuration management in conjunction integrated change control provides a standardized, effective, process for centrally managing project changes.

A project-wide configuration management system with change control includes identification, documentation, and control of changes to the baseline.

The primary reasons for using the project-wide configuration management system with change control are to:

establish a method to assess the change value and impact

communicate changes to the team



CONFIGURATION IDENTIFICATION provides the foundation in which product configuration is defined and also verified. Configuration identification also provides the basis for how products and documents are labeled and how changes are managed.

CONFIGURATION STATUS ACCOUNTING effectively captures, stores, and accesses information regarding configuration items and changes to configuration.

CONFIGURATION VERIFICATION AND AUDITING verifies that configuration items are correct, and that related changes are properly tracked and implemented.



The tools and techniques involved are:

expert judgment

meetings

change control tools

The outputs produced are:

approved change requests

Updates to the change logs

Updates to the project management plan and other project documents



PROJECT CLOSURE includes developing the index and location of project documentation using the configuration management system.

The Close Project or Phase process establishes procedures to:

verify and document project deliverables

formalize project deliverable acceptance

define reasons for early termination, if applicable

The administrative closure procedure:

documents all project activities, roles, and responsibilities needed in executing the administrative closure of the project

formally closes and transfers the completed project or portion of project scope and associated activities applicable to some project phase.



Administrative closure procedures include activities needed to: s

collect and archive project records

analyze project success or failure

document lessons learned

Roles and responsibilities of the project team members involved in executing the administrative closure procedure are contained in the administrative procedure. Stakeholder approval of changes, project acceptance, and activities necessary to satisfy completion or exit the project (early) are included in the project documentation.



The Contract Closure Procedure is a step-by-step procedure used to:

settle and close the project contract agreement

verify customer satisfaction with the product

update project records to reflect final project results

archive the information for future use.

All formal acceptance documentation, project files, closure documents, and historical information are contained in the project file.



READ THE FOLLOWING PMBOK GUIDE CHAPTER: CHAPTER FOUR

OPTIONAL: TAKE CHAPTER FOUR OPTIONAL TEST

STOP!



Project scope management requires identifying, verifying, documenting and controlling the required work to deliver the project successfully. It requires detailing the work requirements and specifying what is included and excluded from the project.

Project Scope Management involves the following processes:

Plan Scope Management produces a scope management plan and a requirements management plan

Collect Requirements collects and documents project stakeholders' requirements

Define Scope produces a detailed project scope statement and establishes a project scope statement

Create WBS produces a project work breakdown structure that decomposes the project scope into smaller, more manageable components.

Validate Scope is the inspection process that involves acceptance of the project deliverables

Control Scope ensures that the approved project work is being carried out and manages changes to the project scope



Product Scope is the required features, characteristics and specifications of the product, service or result to be produced.

Project Scope is the work required to produce a product, service or result with the specified product scope.

The completion of the project scope is measured against the project scope baseline.

The project scope baseline is the latest approved version of the project scope statement, project WBS, and the WBS dictionary



Plan Scope Management is the process of producing a project scope management plan.

The Project Scope Management Plan is a subsidiary plan of the Project Management Plan, and it documents how the scope of the project will be defined, verified, documented and controlled.

The inputs to the process include:

project management plan

project charter

enterprise environmental factors


The tools and techniques involved include:

expert judgment

meetings



The Plan Scope Management process produces the Scope Management Plan and Requirements Management Plan.

The Scope Management Plan contains the:

process for the development of the project scope statement

process for approval of the work breakdown structure

process for the projects final acceptance

project scope change control process

The Requirements Management Plan includes:

requirements collection and verification plan

configuration management system to be used

process for prioritizing requirements

requirements traceability structure



The Collect Requirements process collects, verifies and documents stakeholder requirements. It provides the foundation for project scope management.

Inputs to this process include:

Project charter

stakeholder register

scope management plan

requirements management plan

stakeholder management plan

The tools and techniques involved include:

Interviews, focus groups and facilitated workshops

group creativity techniques

decision making techniques

observation, surveys and questionnaires

prototyping and benchmarking

context diagrams and document analysis



Key Collect Requirements process outputs include:

Requirements documentation: Requirements documentation is used to capture how requirements will meet the business needs for the project. All requirements must be quantified, measurable, traceable, complete and accepted by stakeholders.

Requirements Traceability Matrix: The matrix links requirements from their origin and tracks them through the entire project life cycle. The matrix is utilized as a framework for managing changes to the product scope during the project.



During the Define Scope Process stakeholders' needs, wants, and expectations are analyzed for completeness and converted into the project scope statement.

To define the project scope, the project manager uses:

product analysis

expert judgment

identification of alternatives

workshops

The detailed project scope statement and the project management plan are developed using:

historical information

project charter information

the scope management plan

requirements documentation



Product analyses used to define the projects include: product breakdown, systems analysis and engineering, value engineering and analysis, and requirements analysis.

Brainstorming and lateral thinking are techniques the management team uses to generate alternative approaches for performing work and executing the project.

STAKEHOLDERS INTERESTS may be positively or negatively affected by project execution or completion, and can influence the project or its deliverables.

STAKEHOLDER ANALYSES identify the degree of influence the stakeholders have on project completion and project deliverables. These analyses are used to select, prioritize, and quantify their needs, wants and expectations, and develop project scope requirements.

APPROVED CHANGE REQUESTS may cause a change to the project scope, quality, estimated costs, or schedule.



The project scope statement is created during the Define Scope process and it describes the project scope, or what needs to be accomplished. It is the basis for future project decisions.

The project scope statement details the project's deliverables and the work required to produce the deliverables.

THE PROJECT SCOPE STATEMENT describes:

major project deliverables

objectives

assumptions and constraints

the statement of work (SOW)


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ASSUMPTIONS are factors that are considered factual, real, or certain, such as the start-date. Assumptions generally involve a degree of risk.

CONSTRAINTS are factors limiting the project managers options regarding scope, staffing, and scheduling. Constraints are typically stated in the contract.

When a project is performed under contract, contractual provisions are considered constraints.

Predefined budgets and schedule milestones are examples of such contractual provision constraints.



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Other items included in the Project Scope Statement include:

product scope description

requirements

project constraints

project deliverables

product acceptance criteria

project assumptions

project exclusions

Project have a wide variety of business, cost, schedule, technical and quality objectives that include cost, schedule, and quality targets.

PROJECT OBJECTIVE ATTRIBUTES include a cost, a metric (such as US dollars), and an absolute or relative value (such as a total cost of less than 1.5 million dollars, etc.).

COST is the monetary value or price of a project activity or component, which includes the monetary worth of the resources required to perform and complete the activity / produce the component.



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PROJECT REQUIREMENTS describe conditions or capabilities that must be met or possessed by project deliverables to satisfy a contract, standard, specification or other formally imposed items.

A SCHEDULE MILESTONE represents a significant event on a project schedule, such as an event restraining future work, or one that marks the completion of a major deliverable. It has zero duration.

A PROJECT SPECIFICATION is a document that specifies the requirements, characteristics, procedures, and other components of the project to ensure satisfaction. It can also be a product, design, and test specifications.

Small Projects scopes are easier to define since small projects are typically completed quickly and do not involve many change requests. If scope change requests do occur, the project manager may quickly (and usually informally) resolve the matter.



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A "WBS" is a "work breakdown structure" that organizes and defines project scope. It is a hierarchy that defines and organizes project work to accomplish specified internal and external deliverables. Each descending level of the hierarchy represents a more detailed definition of the project work.

The WBS can be used to show how each piece of the project is tied to the whole in terms of performance, responsibilities, budgeting and scheduling.

A WORK PACKAGE is a project work component at the lowest level of each branch of the WBS. Work packages include schedule activities and schedule milestones necessary to complete the work package deliverables or components.

Work package levels (the lowest WBS levels) are the points at which the cost and schedule for work can be reliably estimated.



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STANDARD WBS TEMPLATES are used in many application areas or by performing organizations. Projects within a given organization which are similar to past projects and have similar life cycles and deliverables, utilize WBS templates to achieve consistent project results.

In an effort to control and manage project management team requirements, the project manager uses a WBS template and major deliverables and sub projects, project life cycle phases, and different approaches within each WBS branch. The project manager and project team restructures and organizes deliverables and associated project work into a WBS.

DECOMPOSITION is a planning technique that subdivides project scope and deliverables into smaller more manageable components. Project deliverables and work are subdivided until they can be defined at the work package level.

Activities involved in Decomposition include:

identifying related work and deliverables

structuring and organizing the WBS

decomposing upper WBS levels to lower levels

developing and assigning ID codes to WBS components

verifying that the degree of decomposition of the work is necessary and/or sufficient



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EXCESSIVE DECOMPOSITION occurs when project managers get bogged down with too much planning detail. This can lead to non-productive management and contribute to inefficient work performance and resource allocation.

The project management team typically waits until the deliverable or subproject is clarified before developing the WBS. This progressive detailing of the project management plan is ROLLING WAVE PLANNING. Rolling wave planning is the progressive and ongoing detailing of the project management plan.

Each WBS component is defined in terms of how the work is executed and controlled. For example, quality control components of a construction project could include inspection, testing, and documentation activities.

Lower-Level WBS components must be sufficient to ensure completion of the corresponding Higher-Level Deliverables.



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THE WBS DICTIONARY is a companion document that provides detailed component information including:

work packages and control accounts

the statements of work

responsible organization

lists of schedule milestones

description of work

resource and quality requirements

cost estimates

acceptance criteria

relevant contract and agreement detail

A SCOPE BASELINE is the approved, time phased project scope. It consists of the approved, detailed project scope statement and its associated WBS and WBS dictionary.



Validate Scope involves formalizing acceptance of the completed project deliverables by the stakeholder. The stakeholder accepts the deliverables after evaluating and selecting the best alternative.

The project scope validation process documents the level and extent of completion when a project is terminated early.

Quality control is generally performed before scope validation but both processes may be performed in parallel.

Scope validation techniques include:

inspection

group decision making techniques



INSPECTION is used to validate if work and deliverables meet approved requirements and product acceptance criteria.

Inspection activities include:

measuring

examining

verifying work and deliverables to ensure they meet requirements and product acceptance criteria

Completed deliverables that have NOT been accepted are documented with the reasons they were not accepted.



Control Scope ensures all requested changes and recommended corrective actions are processed through the project Integrated Change Control process. It manages actual scope changes when they occur, and it is combined with other control processes.

WORK PERFORMANCE INFORMATION is produced during this process and it provides the project stakeholders information about interim deliverables as they are completed. It provides:

summarized work performance information

earned value management parameters and calculations

analyses of project work progress and status

variance analysis

PERFORMANCE FORMATS which are used to show current schedule status include:

bar charts, S-curves

histograms

tables

project schedule network diagrams



APPROVED CHANGE REQUESTS that impact project scope are modifications to the approved project scope baseline (as previously defined by the approved project scope statement, WBS, and WBS dictionary).

A PROJECT SCOPE CHANGE CONTROL SYSTEM is documented in the project scope management plan. It is integrated with any overall project management information system to control the project scope.

SCOPE CHANGE CONTROL SYSTEMS include:

documentation

tracking systems

approval levels necessary for authorizing changes

TOOLS & TECHNIQUES USED TO PERFORM SCOPE CONTROL:

VARIANCE ANALYSIS is a scope control technique that uses project work performance data to assess the magnitude of variation. The cause of variance relative to the scope baseline helps determine if corrective action is required.



A formal Configuration Management System provides procedures for documentation of deliverables and ensures changes have been thoroughly reviewed and documented prior to their processing.

Expected Scope Control Management Output includes updates to the:

project scope statement

WBS and WBS dictionary

scope baseline


project management plan

requested changes and corrective actions

SCOPE CREEP involves the addition of features or (project scope) functionality without customer approval or consideration to the additional time, cost, and resources that will be needed.

CORRECTIVE ACTION is the documented project direction necessary to bring expected future work performance in line with the project management plan.



Organizational Process Assets updates to the scope control process include the causes of variances and chosen corrective actions, which are documented and recorded in the organizational process assets historical database.

Revisions to the cost and schedule baselines and component documents are made to the project management plan, providing approved change requests impact the project scope.



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READ THE FOLLOWING PMBOK GUIDE CHAPTER: CHAPTER FIVE

OPTIONAL: TAKE CHAPTER FIVE OPTIONAL TEST

STOP!



TIME is the period given in which to complete the project.

Projects are typically broken down into the time required to complete individual components, stages, or phases.

These components, stages, or phases are further broken down into the time required to complete tasks necessary to complete each component, stage, or phase.

PROJECT TIME MANAGEMENT is the process of completing the project in a timely manner and on schedule.

According to the 80:20 Rule, managers and supervisors spend only about 20% of their time on the planning and control activities which produce 80% of all results. Conversely, 80% of unfocused effort generates 20% results.

In an effort to achieve maximum productivity, numerous efficiency studies have been done to determine efficient time management.



Time Management processes include:

plan schedule management

define activities

sequence activities

estimate activity resources

estimate activity durations

develop schedule

control schedule

Processes overlap and interact. Each process involves a level of effort which is

based on the needs of the project.

Each process occurs a minimum of once during the project life-cycle, or more, depending on the number of project phases. Project managers may assign one person to perform all processes of activity sequencing, activity resource estimating, activity duration estimating, and schedule development as a single process for projects having smaller scope. This SINGLE-PROCESS FUNCTION can be performed simply, in a relatively short period of time.



The Plan Schedule Management process requires establishing the procedures, methods and documentation for planning, developing, executing, tracking and controlling the project schedule.

This process produces a schedule management plan which feeds into other time management processes as an input.

The project charter and the latest version of the project management plan feeds into this process as inputs.

Project managers use expert judgment, analytical techniques, and management meetings to prepare and finalize the schedule management plan.

The schedule management plan is a subsidiary plan of the project management plan. It may be formally or informally drafted based on the needs of the project.



The Time Management Define Activities process identifies the specific schedule activities which must be performed to produce various project deliverables.

The activity definition process identifies the deliverables at the lowest level of the WBS (the work package).

Outputs from previously performed project integration and planning processes are used to define the schedule activities.

The project manager utilizes the following to define the schedule activities:

schedule management plan

the scope baseline


enterprise environmental factors

Internal organizational process assets and enterprise environmental factors used to define the schedule activities include:

organizational policies

the historical information project calendar

resource availability



Defining schedule activities involves:

analyzing the planned work

decomposing the planned work into activities and tasks

The activity definition process implicitly defines and plans the work so project objectives will be met. Scheduling activities provide a basis for:

scheduling

estimating

monitoring

controlling

Scheduling software and the PMIS are considered enterprise environmental factors. Enterprise environmental factors are external environmental and internal organizational environmental factors that influence the project's success.



ORGANIZATIONAL PROCESS ASSETS are planning-related policies, procedures, and guidelines used in developing the activity definitions. Organizational process assets include:

the organization's knowledge base

planning-related policies and procedures

guidelines

historical information regarding activities lists used in previous and similar projects

Project Scope Statement constraints impose completion dates that are required by management or by the contract.

Project limitations documented in the Project Scope Statement can limit the project management team's schedule milestones and other options.

The Project Management plan contains the schedule management plan which provides guidance on development and planning schedule activities as well as the project scope management plan.



TOOLS & TECHNIQUES USED TO DEFINE ACTIVITIES:

Work package components called schedule activities, are smaller, more manageable components acquired through the decomposition process.

DECOMPOSITION is the subdividing of project work packages into schedule activities.

ROLLING WAVE PLANNING is taking the progressive elaboration approach to define and detail activities as more information becomes available. The near term work is planned in detail and the future work is left at a high level.

EXPERT JUDGMENT is the involvement of project stakeholders and experts to decompose project work packages into activities.



TEMPLATES made from information from similar past projects' activity lists are often used for a new project. Templates typically contain related activity attribute information such as:

resource skills and required hours

identified risks

expected deliverables lists

TEMPLATES may be used to establish SCHEDULE MILESTONES.

Rolling Wave Planning involves:

planning short-term work in detail at low levels of the WBS

planning future work at high levels of the WBS that will be detailed within one or two periods



The last component in a low level branch of the WBS is used to develop a high level project schedule for that component. These planning components are schedule activities, which support the detailed estimating, scheduling, executing, monitoring, or controlling the project.

The CONTROL ACCOUNT is a planning component in which the scope, budget, actual cost, and schedule are integrated at a management control point, and compared to earned value (EV), to measure performance.

A PLANNING PACKAGE is a WBS component below the control account but above the work package, and is used for planning known work that does not have detailed activities.



ACTIVITY LISTS are documented tabulations of schedule activities showing:

the activity description

the activity identifier

scope of work

The Schedule Activity Scope of Work may be represented:

in physical terms (CY of conc., LF of pipe)

by the number of drawings

in lines of computer program code

in the chapters in a book

ACTIVITY ATTRIBUTES are used for:

project schedule development

selecting, ordering, and sorting planned schedule activities within reports



Schedule Activity attributes include:

time leads and lags

resource requirements

the person responsible for executing the work

logical relationships

activity identifiers

activity description

predecessor and successor activities

imposed dates

constraints and assumptions

the place, type of work, and effort

Milestones required by the contract are considered MANDATORY MILESTONES.

OPTIONAL MILESTONES are those based on project requirements or on historical information.

THE MILESTONE LIST is a component of the project management plan and used in the schedule model.



The Sequence Activities process provides a means of identifying and

documenting dependences among schedule activities.

Activity sequencing outputs include:

project schedule network diagrams

project document updates

Schedule activities are logically sequenced using:

precedence relationships

leads

lags

Product characteristics can affect activity sequencing.

THE PROJECT SCOPE STATEMENT characteristically describes major project deliverables, objectives, assumptions, constraints, and the statement of work, which also impacts activity sequencing.



PRECEDENCE RELATIONSHIPS used in PDM networks may be:

Finish-to-Start

Start-to-Finish

Finish-to-Finish

Start-to-Start

FINISH-TO-START are the most commonly used precedence relationships.

#1. (Finish-to-Start) Activity B cannot begin before Activity A is completed.

A

B

2+ days

Activity A

Activity B



#2. (Finish-to-Finish) Activity B cannot be completed until Activity A is completed.

#3. (Start-to-Start) Activity B cannot begin until Activity A is underway.

#4. (Start-to-Finish) Activity B cannot be completed before Activity A begins.

A

A

A

B

B

B

Activity A

Activity B

3 + days

3 + days

6 + days

Activity A

Activity B

Activity A

Activity B



MANDATORY DEPENDENCIES are those that are inherent in the nature of the work being done. One activity must be completed before the successor activity can begin.

DISCRETIONARY DEPENDENCIES are usually based on knowledge of best practices within a particular application area or when a specific sequence is desired.

EXTERNAL DEPENDENCIES are identified during the process of establishing the sequence of activities. The project manager discovers that Activity B cannot begin until Activity A is acquired, or processed, from outside the scope of work. These dependencies involve a relationship between project and non-project activities.

MANDATORY DEPENDENCIES are often referred to as hard logic, since they are inherent in the nature of the work being done. For example: Activity A must be completed before Activity B can begins.



A LAG creates a delay in the successor activity. For example: If a project manager is working with a finish-to-start dependency, he will find he has to build in a 28-day lag period into the project schedule to ensure a concrete foundation has cured.

In finish-to-start relationships, a LEAD allows an acceleration of the successor activity. For example: The project management team has 15 days left to put the contract out to bid; 90% of the contract is complete. The word processing team begins editing and compilation while the design team finalizes the special provisions section and plan inserts. The project manager provided the team some lead time by giving the bulk of what was done to word processing to begin their work.


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THE SCHEDULE NETWORK DIAGRAM TEMPLATES (SNT) are standardized, and used to expedite preparation of networks of project schedule activities (such as projects with identical deliverables). Portions of a project schedule network diagram are sub-networks, or fragment networks.

THE SUBNETWORK TEMPLATES are useful when the project includes several identical, or nearly identical, deliverables, such as floors, layers, levels, etc.

ACTIVITY ATTRIBUTES are sequencing outputs used for project schedule development. They are also used for selecting, ordering, and sorting planned schedule activities within reports. They are updated to include the defined logical relationships and any associated leads and lags.

REQUESTED CHANGES are activity sequencing outputs that are the result of a divided or redefined schedule activity, or an adjusted lead or lag.



THE ESTIMATE ACTIVITY RESOURCES PROCESS allows the project manager and team to effectively estimate the type and quantity of necessary resources.

ESTIMATING SCHEDULE ACTIVITY RESOURCES involves determining what, when, and how much of human resources, equipment, and materials will be available to perform project activities. Labor that lacks knowledge or experience, limited or unusable equipment, or lack of stockpiled materials will incur additional time and/or cost.

ORGANIZATIONAL PROCESS ASSETS provide policies of the performing organization regarding staffing, equipment and supply rental or purchase. Historical data regarding what resources were used on similar past projects can be helpful.



ACTIVITY ATTRIBUTES developed during the define activities process provide the primary data input used in estimating resources required for each schedule activity in the activity list. Activities include project schedule development, as well as selecting, ordering, and sorting planned schedule activities.

INFORMATION ON AVAILABLE RESOURCES is used for estimating the resource types. The project manager also considers locations, human resources, and what will be needed during various project phases. Companies, trade organizations, and agencies routinely publish updated production rates and unit costs for resources in particular geographic areas. These are good sources for the latest information on labor trades, materials, techniques, and equipment.



TOOLS & TECHNIQUES USED TO ESTIMATE ACTIVITY RESOURCES:

EXPERT JUDGEMENT is required to effectively assess resource-related inputs to the activity resource estimating process. This does not automatically mean that the project manager should exclusively perform this process. Any group or person specialized in resource planning and estimating can provide such input.

ALTERNATIVE ANALYSES examine schedule activities that have several methods for completion. The analyses generate the "best" alternative considering the project and resources available.

PUBLISHED ESTIMATING DATA can be used to obtain published rates and unit costs of different types of resources for a variety of trades, supplies, materials and equipment for different locations and regions.

PROJECT MANAGEMENT SOFTWARE helps plan, organize, and manage resource pools and develop resource estimates. Depending on how sophisticated the program is, resource calendars, breakdown structures, resource availability and rates can be obtained.

BOTTOM-UP ESTIMATING allows the project manager to decompose work within the schedule activity into more detail. The needs of each lower, detailed piece of work are estimated. These estimates are aggregated into a total quantity for each of the schedule activity resources.



Expected output from performing the activity resource estimating process includes identifi

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