Infocareer - Road To Success - Courseware
Infocareer - Road To Success - Courseware
Infocareer - Road To Success - Courseware
Road to Success
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The materials are prepared in conjunction with PMBOK®
edition 5 by the authors. The opinions expressed by
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II ROAD TO SUCCESS
DEDICATION
-Authors
-Authors
IV ROAD TO SUCCESS
PREFACE
In recent times, the need for good project management skills is more
keenly felt than ever before due to the impact of globalisation and the
ever-increasing challenges in executing projects.
ROAD TO SUCCESS V
This book describes all the process groups and knowledge areas as per
PMBOK apart from additional chapters like ‘General Management Skills’,
‘Operation Research’ and ‘Fundamentals of Costing’. These chapters enable
project managers to acquire basic information which is fundamental to the
understanding of Project Management principles and techniques.
Practice questions are included at the end of each chapter to assess the
understanding and assimilation of the project management concepts by the
candidates. A great deal of thought and planning has gone into each one of
the questions that can be found on this book. The subject matter experts
who have spent hours coming up with the questions after each topic have
drawn upon their collective experiences in their respective fields to create
almost real life scenarios to test the ability of students to think and act in
any given situation. Answers to these questions are provided at the end of
the book.
The contents of this book have been researched from various sources
available on the subject. A bibliography is provided at the end of the book to
illustrate the various books of reference that have been used.
-Authors
CONTENTS
ROAD TO SUCCESS IX
Introduction to Operation Research
Overview 179
Key Terms 180
6.9 Development of Operation Research 183
6.10 Decision Analysis Models (Decision Theory) 184
6.11 Decision Tree 188
6.12 Network Analysis 190
6.13 Simulation 200
6.14 Summary 209
Practice Questions 211
X ROAD TO SUCCESS
Chapter 8— Project Quality Management
Overview 263
8.0 What is Quality? 264
Key Quality Terms 288
8.1 Plan Quality Management 291
8.2 Perform Quality Assurance 299
8.3 Control Quality 303
8.4 Summary 306
Practice Questions 307
ROAD TO SUCCESS XI
Chapter 11— Project Risk Management
Overview 363
More on Risk 364
Key Terms 364
11.0 Project Risk Management Processes 365
11.1 Plan Risk Management 366
11.2 Identify Risks 370
11.3 Perform Qualitative Risk Analysis 375
11.4 Perform Quantitative Risk Analysis 379
11.5 Plan Risk Responses 384
11.6 Control Risks 387
11.7 Summary 390
Practice Questions 391
Project
A temporary endeavor undertaken to create a unique product, service, or
result.
Program
A group of related projects managed in a coordinated way to obtain benefits
not available from managing them individually.
Portfolio
A collection of projects or programs and other work that are grouped to
facilitate effective management of that work to meet the strategic business
objectives.
Project Manager
The person assigned by the performing organization to achieve the project
objectives.
Sponsor
The person or group that provides the financial resources in cash or in kind
for the project.
Stakeholder
A stakeholder can be an individual, group or organisation who may affect
or be affected by, or perceive itself to be affected by a decision, activity, out
come of the project.
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1.1 What is a Project?
A project is a temporary and finite effort, having a specific start and end
date. Projects are undertaken to create a unique product or service which
brings about beneficial change or added value to the performing organization.
Projects can also have social, economic, and environmental impacts that
will outlast the duration of the project itself. Every project will create a
unique product, service or result, though there may be repetitive elements
in some projects. This repetitive element does not change the fundamental
uniqueness of the project.
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PROJECT MANAGEMENT FRAMEWORK
1.2 What is Project Management?
Project management is the discipline of planning, organizing and managing
resources to bring about the successful completion of specific project goals
and objectives.
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There exists a relationship between these constraints such that any change
in one factor will affect one or more remaining factors. For example, if a
schedule of a project is reduced, then the budget needs to be increased to
add additional resources to complete the same amount of work in less time.
If an increase in budget is not possible, either scope or quality must be
reduced to complete the project in the shortened duration with the same
budget.
The constraints on which the project manager has to focus differ from one
project to another. The project stakeholders may have different ideas as to
which factors are the most important, thus presenting the project
management team with a greater challenge. The project team should be
able to assess the situation and balance the demands in order to achieve
the project’s success.
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PROJECT MANAGEMENT FRAMEWORK
Program management is focused on determining the optimal approach in
managing the project interdependencies by:
The projects under the purview of the PMO need not be related projects.
The only thing in common between them will be that they are managed
together.
The primary role of the PMO is to provide support to the project managers
in various ways; some of the areas of support may include:
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• Developing and managing project policies, procedures, templates and
other shared documentation across projects
• Coordinating the communication across projects
• Monitoring compliance with the project management standard
policies, procedures and templates by conducting project audits
The Project Manager and the PMO have different objectives that are driven
by requirements.
Some of the basic differences between Project and Program Manager’s role
are:
Market Demand
• A utility company authorizing a project to build a fiber optic network
to meet the demand for high speed internet connectivity.
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PROJECT MANAGEMENT FRAMEWORK
Customer Request
• A software organization authorizing a project for development of new
application software for a customer.
Technological Advance
• A consumer electronics company authorizing a project to design and
develop new television sets due to advancements in display
technology.
Legal Requirement
• A power plant authorizing a new environmental pollution control
project to meet the new environmental regulations / emission norms.
Projects intersect with operations at various stages in the product life cycle
such as:
• In each closeout phase
• When developing a new product
• When upgrading a new product
• When expanding the outputs
• When improving the operations or product development processes
Until the divestment of the operations at the end of the product life cycle.
The deliverables and knowledge are transferred between the project and
operations at intersecting points for implementation of the delivered work.
This may occur by transferring the resources from project to operation at
the end of the project or by transferring the resources from operation to
project at the start of the project.
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1.4.2 Role of the Project Manager
The project manager is assigned by the performing organization to direct
and manage the project to achieve the project objectives.
The role of the project manager is different from that of a functional manager
or operations manager. Where the role of the functional manager is focused
on providing management oversight in an administrative area and the role
of the operation manager focuses on core business operations, a project
manager can either report to a functional manager or report to a program
or portfolio manager depending upon the organization structure of the
performing organization.
The project manager should have a good understanding of the tools and
techniques specific to project management. But this is not sufficient to be a
good project manager. A good project manager must also possess general
management skills and any area–specific skills.
For effective project management, the project manager has to possess the
following characteristics:
Knowledge
• The project manager’s knowledge with respect to project management
Performance
• The capability of the project manager to achieve project objectives
with his/her knowledge of project management
Personal
• The behavior of the project manager when performing the project or
related activity, which includes his attitude and core personality
traits and leadership skills in guiding the project team while achieving
the project objectives and balancing the project constraints
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PROJECT MANAGEMENT FRAMEWORK
Some key interpersonal skills that are required include:
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political and cultural awareness
• Negotiation
• Trust Building
• Conflict management
• Coaching
The PMBOK® Guide does not address all details of every topic, and is limited
to project management processes that are recognized as good practices.
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In order to make the project successful, the project management team has
to:
• Select appropriate processes required to meet the project objectives
• Use a defined approach that can be adopted to meet requirements
• Comply with requirements to meet stakeholder needs and
expectations
• Balance the competing constraints which include scope, time, cost
quality, resources and risk to produce the specific product, service
or results.
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PROJECT MANAGEMENT FRAMEWORK
1.7.1 Initiating Process Group
The Initiating Process Group consists of all the processes that are required
to define a new project or a new phase of an existing project by obtaining
authorization to start the project or phase.
In the initiating process group, generally the following activities are carried
out:
• Defining the initial project scope
• Commitment to initial financial resources
• Identification of internal and external project stakeholders
• Selection of the Project Manager, if not already assigned
Following are the processes which are grouped under Intiating Process
group:
1. Develop Project Charter
2. Identify Stakeholders
12 ROAD TO SUCCESS
Following are the processes which are grouped in Planning Process Group:
1. Develop Project Management Plan
2. Plan Scope Management
3. Collect Requirements
4. Define Scope
5. Create WBS
6. Plan Schedule Management
7. Define Activities
8. Sequence Activities
9. Estimate Activity Resources
10. Estimate Activity Durations
11. Develop Schedule
12. Plan Cost Management
13. Estimate Costs
14. Determine Budget
15. Plan Quality Management
16. Plan Human Resource Management
17. Plan Communications Management
18. Plan Risk Management
19. Identify Risks
20. Perform Qualitative Risk Analysis
21. Perform Quantitative Risk Analysis
22. Plan Risk Responses
23. Plan Procurements Management
24. Plan Stakeholder Management
While executing the project, there may be variances in the project results
compared to the plan. The variances may be in schedule, budget or resources,
or a possibility of some risk occurance. This requires detailed analysis and
Chapter – 1 13
PROJECT MANAGEMENT FRAMEWORK
development of appropriate responses, resulting in change requests. The
change requests may lead to re–planning or re–baselining, if the change
requests are approved.
Following are the processes which are grouped under Executing Process
group:
1. Direct and Manage Project Work
2. Perform Quality Assurance
3. Acquire Project Team
4. Develop Project Team
5. Manage Project Team
6. Manage Communications
7. Conduct Procurements
8. Manage Stakeholder Engagement
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9. Control Risks
10. Control Procurements
11. Control Stakeholder Engagement
Following are the processes which are grouped in Closing Process Group:
1. Close Project or Phase
2. Close Procurements
The Ten knowledge areas under which these processes are grouped are:
1. Project Integration Management (Chapter 4 in PMBOK®)
2. Project Scope Management (Chapter 5 in PMBOK®)
3. Project Time Management (Chapter 6 in PMBOK®)
4. Project Cost Management (Chapter 7 in PMBOK®)
5. Project Quality Management (Chapter 8 in PMBOK®)
6. Project Human Resource Management (Chapter 9 in PMBOK®)
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PROJECT MANAGEMENT FRAMEWORK
7. Project Communication Management (Chapter 10 in PMBOK®)
8. Project Risk Management (Chapter 11 in PMBOK®)
9. Project Procurement Management (Chapter 12 in PMBOK®)
10. Project Stakeholder Management (Chapter 13 in PMBOK®)
The following illustrates how the process groups interact and shows the
level of overlap at various stages. If the project is divided into phases, the
process groups interact within each phase.
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The numbering of processes is as per the PMBOK® Guide, 5th Edition
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PROJECT MANAGEMENT FRAMEWORK
Fig. 1.4: Project Management Process Mapping
The life cycle provides the basic framework for managing the project.
Irrespective of the project size and complexity, all the projects can be
mapped to the following life cycle structure. They are:
• Starting the project
• Organizing and preparing
• Carrying out the project work and
• Closing the project
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The life cycle structure referred to, is used in communication with the
management or other entities not familiar with the details of the project.
Chapter – 1 19
PROJECT MANAGEMENT FRAMEWORK
1.12.1 Project Governance Across the Life Cycle
Project governance provides a broad and consistent approach of controlling
the project and achieving success. It is the responsibility of the project
manager and the project management team to choose an appropriate method
that suits the context of the performing organization.
Sequential Relationship
Where the next phase can start only after the completion of the earlier
phase.
Overlapping Relationship
Where the next phase can start prior to the completion of the earlier phase.
This relationship is applied as an example of schedule compression
techniques (e.g. Fast Tracking).
20 ROAD TO SUCCESS
1.12.5 Iteration and Incremental Life Cycle
In the Iteration and Incremental life cycle, certain activities are repeated
intentionally as the project teams understanding of the product increases.
In Iteration, the products is done through repeated cycles where as in
increment additional functionality is achieved. This life cycle is used
normally in product development. At the end of each project iteration, all
deliverables are completed. Incremental Life Cycle is normally deployed
to manage change in objective and scope, where as incremental delivery
gets aligned to business value of the product or project.
1.13 Stakeholders
Stakeholders are the ones who are actively involved in the project or the
ones whose interest may be affected either positively or negatively by the
performance of the project or its completion. Stakeholders can be individuals
like, customers, sponsors or organizations like performing organization etc…
The project team must identify both internal and external stakeholders
and understand their requirements with expectations and manage their
influences effectively in order to make the project achieve its objective.
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PROJECT MANAGEMENT FRAMEWORK
Some of the examples of stakeholders include:
• Sponsor
• Customers / users
• Seller
• Business partners
• Organizational groups
• Functional Managers
• Other Stakeholders
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1.15 Organizational Structure
Organizational structure is an enterprise environmental factor that can
affect the availability of the resources to the project as well as how the
projects are managed. Organizational structure varies from functional to
projectized structure and a variety of matrix organizations in between. The
following sections discuss the various organizational structures and their
influence on the project.
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PROJECT MANAGEMENT FRAMEWORK
1.15.2 Weak Matrix Organization
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1.15.3 Balanced Matrix Organization
Chapter – 1 25
PROJECT MANAGEMENT FRAMEWORK
1.15.4 Strong Matrix Organization
Contrary to the weak and balanced matrix organizations, the strong matrix
organization has many characteristics of a projectized organization. Strong
matrix organizations will have a full–time project manager with considerable
authority and full–time project administrative staff members.
The project manager will have moderate to high authority over the project,
resources and budget.
26 ROAD TO SUCCESS
1.15.5 Projectized Organization
Chapter – 1 27
PROJECT MANAGEMENT FRAMEWORK
1.15.6 Composite Organization
28 ROAD TO SUCCESS
assets are to be updated as necessary by the project management team
throughout the project.
The organizational process assets can be grouped into two categories. They
are Processes & Procedures and Corporate Knowledge Base.
29
1.17 Enterprise Environmental Factors
Enterprise Environmental Factors (EEFs), refer to both the internal and
external environments that surround or influence the project’s success.
1.18 Summary
In this chapter we discussed several key terms with respect to project
management, understood the difference between project and operation
management and learnt about the relationship between project, program
and portfolio management. The project lifecycle and product life cycle were
also discussed.
30 ROAD TO SUCCESS
Chapter – 1 : PRACTICE QUESTIONS
2. An activity needs more time and the project manager determines that there
is enough reserve to accommodate the change. Who needs to approve the
change?
A. Management
B. Project Manager
C. Team member
D. Functional Manager
3. Which of the following best describes the performance of the monitor and
Control Project Work process?
A. Continuously throughout the project
B. As soon as every deliverable is completed
C. At scheduled milestones or intervals during the project
D. At the end of every project phase
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PROJECT MANAGEMENT FRAMEWORK
5. The requirements to complete the project in three months using only four
resources is an example of:
A. Constraints
B. Earned value analysis components
C. Benefit cost ratios
D. Law of diminishing returns
9. You have reached the end of the first phase of your project. Upon review,
management elects to end the project. The end of the first phase is also known
as what?
A. Kill point
B. Progressive
C. Murder board
D. Phased estimating
32 ROAD TO SUCCESS
11. Which of the following statements best describe the relationship between
projects and programs?
A. There is no difference between the two; they are just different terms for
the same thing.
B. A project is composed of one or more related projects.
C. A program is composed of group of related projects.
D. A project is a temporary endeavor, whereas a program is permanent.
14. You are a project manager for Jakson keyboards Inc. Your organization has
adopted the PMBOK as a standard for how projects should operate and you
are involved in shaping the standardization for all future projects. In light of
this information, what is recommended course of action for the processes
and procedures in the PMBOK?
A. Not all processes and procedures in the PMBOK are actually required on
all projects.
B. All processes and procedures are to be followed as defined in the PMBOK.
C. Not all processes and procedures are needed unless the PMBOK states
the process or procedure is a requirement for the projects type.
D. All processes and procedures are to be followed as identified in the
PMBOK; otherwise the PMP is in violation of the PMP code of Professional
Conduct.
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PROJECT MANAGEMENT FRAMEWORK
15. Raj Construction has won a contract to build a 77–story condominium building
in downtown Mumbai. The building will have 650 condos, a parking garage,
an indoor and outdoor pool, two floors for retail, two floors of offices, and
several shared community rooms. Mary has elected a program for the creation
of the building. Which one of the following best describes a program?
A. A standardized approach to project management within an organization
B. A standardized approach to project management with multiple projects
coordinated together
C. A collection of related projects managed in coordination to gain control
that would not necessarily be available if the projects were managed
independently
D. A collection of related projects all contributing to one deliverable.
16. You and your project team are located in New York, but your project
execution will take place in Mexico. You have valid concerns about the
interactions with the stakeholders, time zone differences, languages barriers,
the different laws that could affect your project, and the logistics of travel,
face–to–face meetings, and even teleconferencing. Which of the following
project environments are you concerned with most?
A. Cultural and social
B. International and political
C. Physics
D. Organizational structure
17. Project managers are not responsible for which one of the following in most
organizations?
A. Identifying the project requirements
B. Selecting the projects to be initiated
C. Balancing demands for time, cost, scope, and quality
D. Establishing clear and achievable project objective
18. Where can a project manager expect software, templates and standardized
policies?
A. Project Management Office
B. With the stakeholders
C. Human Resources
D. The project budget
34 ROAD TO SUCCESS
19. The process group in which you define the final deliverable is:
A. Planning
B. Executing
C. Closing
D. Monitoring and Controlling
20. You are the project manager for your company, Mark Manufacturers. Your
company has a large client that has requested a special component be created
for one of their test engines. Your organization agrees, creates a standard
contract with the customer, and your manager assigns you to manage this
project. The project was launched because of which one of the following?
A. A customer request
B. A change in the technology your customer is creating
C. A legal requirement (contractual)
D. An organizational need
23. Which of these types of matrix structure gives the project manager the most
control?
A. Strong
B. Weak
C. Product focused
D. Balanced
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PROJECT MANAGEMENT FRAMEWORK
25. Who is usually responsible for portfolio management within an organization?
A. Project managers
B. Project sponsors
C. Stakeholders
D. Senior management
36 ROAD TO SUCCESS
37
In this chapter, we will look at some of the definitions of management, the
various functions of management and the skills required by a manager to
effectively manage these functions.
Henry Fayol was the first management thinker to propose the five basic
functions carried out by managers. These are planning, organizing, staffing,
leading and controlling. Management is essential for any kind of organization
where people are working together in a group. Management is required at
all levels of an organization. The type of skills required varies at each of
these levels. In general, managers require technical, human, conceptual
and design skills.
2.2 Planning
Planning is deciding what action to take, how and when to take a particular
action, and who the people responsible for these actions are. It involves
anticipating the future and consciously making choices for the future course
of action. Several management scientists have defined planning.
According to Peter Drucker,
38 ROAD TO SUCCESS
decisions and measuring the result of those decisions against the
expectations through an organized systematic feedback.”
The Strategic Plans are designed to achieve strategic goals and are applicable
for the entire organization. They are created by the top management and
they cover an extended period of time. Tactical plans are designed to achieve
short term goals and they support the strategic plans. They normally
indicate the actions the sub–units need to take to implement the strategic
plan. Operational plans support the implementation of the tactical plans.
They are normally developed in quantitative terms and help the department
manager run day–to–day operations.
2.2.2 Objectives
Steering an organization towards success requires formulation of clear
objectives. Objectives serve as guidelines or road maps for planning and
organizing managerial effort and actions.
Chapter – 2 39
GENERAL MANAGEMENT
Organizations usually have many objectives at various levels of the hierarchy.
A manager can effectively pursue only a few goals. If there are too many
goals to pursue, none of them will receive adequate attention, thereby
making planning ineffective.
There are three philosophical perspectives and three general process steps.
The management philosophy emphasizes that:
• Since MBO uses goal setting and periodic reviews, it is a natural fit
for managing projects
• A project must be consistent with corporate objectives
• Due to its top–down nature, MBO will only work if management
supports it
40 ROAD TO SUCCESS
ensure that managerial decisions are made within defined parameters.
Strategy and policy are closely related terms. For example, while growth
through acquisitions may be one organization’s policy, expanding the current
product market may be the policy of another organization. Although these
are considered policies, they are also part of the organizations’ strategies.
The content of any business plan will depend on why the plan is being
produced. Some plans are for internal use only and act as a common
reference during the preparation of budgets and appraisals. Some plans
are basically sales documents aimed at persuading banks to provide loans
and investors to provide equity.
Chapter – 2 41
GENERAL MANAGEMENT
It is important that the tactical plan should be checked to ensure it is aligned
with the strategic plan and that all activities are aimed at moving closer to
the goals defined in the strategic plan. It is very easy for the tactical plan to
diverge on a tangent because of someone’s interests or disagreement with
the strategic plan.
An operational plan draws directly from agency and program strategic plans
to describe agency and program missions and goals, program objectives,
and program activities.
42 ROAD TO SUCCESS
2.3 Organizing
Organizing is the identification and classification of required activities,
grouping of activities to attain objectives, assignment of activities to a
manager with authority and provision for coordination vertically and
horizontally. An organization structure should be designed to clarify roles
and responsibilities, to remove obstacles to performance caused by confusion
and uncertainty, and to furnish decision–making and communicating
networks reflecting and supporting enterprise objectives.
Legitimate or Formal Power: This power arises from the position and is
derived from our cultural system of rights, obligations and duties whereby
a “position” is accepted by people as being “legitimate”.
Expert Power: This power comes from the expertise held by a person or a
group. This is the power of knowledge. Physicians, lawyers and university
professors may have considerable influence on others because they are
respected for their special knowledge.
Referent Power: This is the power whereby people influence others because
people believe in them and their ideas. For example, Mahatma Gandhi held
no legitimate power, but, by virtue of his personality and ideals, he was
able to mobilize the masses towards political freedom.
Chapter – 2 43
GENERAL MANAGEMENT
Reward Power: This power arises from the ability of some people to grant
awards. For example, university professors have considerable reward
power; they grant or withhold high grades.
44 ROAD TO SUCCESS
2.4 Staffing
The staffing function includes identifying work–force requirements,
maintaining an inventory of people available, recruiting, selecting, placing,
promoting, appraising, career planning, compensation and training of the
personnel employed in an organization.
2.4.1 Selection
Selection is the process of choosing from among candidates, within the
organization or outside, the most suitable person for the current position
or for further positions. It is the process of ascertaining the qualifications,
experience, skill, knowledge, etc. of an applicant with the purpose of
determining his orher suitability for a job.
On–the–job Training
On–the–job training happens in a real work environment where the trainee
is exposed to a real job situation. The advantage of this method is that the
employee gets hands–on experience. This will help in better application of
the knowledge and skills gained during training. The disadvantage in this
method is, since the employee is still going through the learning process,
he or she may commit mistakes which can cause damage to the work being
done and thereby to the organization.
Off–the–job Training
Off–the–job training involves classroom lectures and simulation exercises.
The advantage in this method is that the employee is free from distractions
of the actual work environment and would be able to concentrate better on
the learning.
Chapter – 2 45
GENERAL MANAGEMENT
Management Development relates to the development and growth of
employees through a systematic process. Management development
activities focus on a broad range of skills, while training programs focus on
a limited number of technical skills. This development is future–oriented
and prepares managers for a career of valuable contribution to the
organization. It helps in the development of the intellectual, managerial
and people management skills of managers.
Job Enrichment
Research and analysis of motivation point to the importance of making jobs
challenging and meaningful. Job enrichment is related to Herzberg’s theory
of motivation, in which factors such as challenge, achievement, and
recognition are seen as real motivators. While job enlargement attempts to
make a job more varied by removing the dullness associated with performing
repetitive tasks, job enrichment attempts to build a high sense of challenge
and achievement.
46 ROAD TO SUCCESS
A career can be defined as a sequence of positions, roles or jobs held by one
person over a relatively long span of time. It can also be defined as a sequence
of separate but connected work/life activities that provides continuity, order
and meaning in a person’s life. Career planning is the process in which the
employee’s goals are set by the employee and the organisation in alignment
with organisation’s objectives. There are several benefits to career planning.
It helps the employee to understand his or her own strengths and
weaknesses. It also helps the employee to have a better knowledge of the
opportunities available to him or her. It enables him orher to choose a career
that suits his orher lifestyle, preferences, family environment, etc.
2.5 Leading
Management and leadership are considered the same by several experts.
But there is more to leading than simply managing. Leadership is defined
as the process of influencing people so that they will contribute to
organization and group goals.
Multiplicity of Roles: Managers and the people they lead are interacting
members of a broad social system. They are consumers of goods and services
and they are members of churches, families, schools and political parties.
Chapter – 2 47
GENERAL MANAGEMENT
2.5.2 Leadership
The terms “managing” and “leading” should be distinguished. Leadership
is an important aspect of managing. The ability to lead effectively is one of
the keys to being an effective manager. One of the definitions of leadership
is “the art of influencing people so that they will strive willingly and
enthusiastically towards the achievement of group goals”. Good leaders act
to help a group attain objectives through the maximum application of its
capabilities.
The grid has two dimensions – concern for people and concern for
production. As Blake and Mouton have emphasized, the phrase “concern”
is meant to convey “how” managers are concerned about production or “how”
they are concerned about people, and not such things as “how much”
production they are concerned about getting out of a group.
48 ROAD TO SUCCESS
There are four extreme styles in the grid. Under the 1.1 style (“impoverished
management”), managers concern themselves very little with either people
or production and have minimum involvement in their jobs; for all intents
and purposes, they have abandoned their jobs and only mark time as
messengers communicating information between superiors and
subordinates. At the other extreme it is the 9.9 managers “(team managers”),
who are dedicated to people and tasks.
Theory X
Theory X has a pessimistic and rigid view of human nature.
Chapter – 2 49
GENERAL MANAGEMENT
Theory Y
Theory Y has an optimistic, flexible and positive view of human nature.
The assumptions are:
• People do not have a natural dislike for work. They put in physical
and mental effort as naturally as they play or rest
• People are internally motivated to achieve the goals and objectives
to which they are committed
• The degree of commitment is proportionate to the size of the rewards
associated with their achievements
• Most people are capable of being innovative in solving organizational
problems
With regard to the theories of McGregor, critics were concerned that the
theories might be misinterpreted. The following clarifications would help
keep the assumptions in proper perspective. First, Theory X and Theory Y
are assumptions only. They are not prescriptions for managerial practices.
They are based on intuitive deductions and not on research. Second, these
theories do not imply “hard” or “soft” management. The effective manager
recognizes the dignity and capabilities, as well as the limitations and adjusts
behavior as demanded by the situation. Third, Theory X and Theory Y are
not to be viewed as being on a continuous scale, with X and Y on opposite
extremes. They are not a matter of degree; rather they are completely
different views of people.
2.6 Motivation
Managing people requires the creation and maintenance of an environment
in which people work together in groups to accomplish certain objectives.
In order to do this, the manager should understand what motivates people.
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2.6.2 Maslow’s Hierarchy of needs
This is one of the most popular explanations for human motivation, proposed
by the psychologist, Abraham Maslow. Maslow classified human needs into
five levels: physiological needs, security needs, social needs (love and
belongingness), self–esteem needs and self–actualization needs.
Physiological Needs: These are the basic needs for sustaining human life
such as food, water, shelter and sleep. Until these needs are satisfied to the
degree necessary to maintain life, other needs will not motivate people.
Security or Safety Needs: These are the needs to be free of physical danger
and of the fear of losing a job, property, food or shelter.
Affiliation or Acceptance Needs: Since people are social beings, they need
to belong and to be accepted by others.
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Need for self–actualization: Maslow regards this as the highest need in
his hierarchy. It is the desire to become what one is capable of becoming –
to maximize one’s potential to accomplish something
As for the elements of dissatisfaction in the job, they were related to the job
context or factors that affect the immediate work environment. These were
found to be poor supervision, low pay and benefits, unsafe working
conditions, etc. Herzberg called these as ‘hygiene factors” meaning the
presence of these factors did not necessarily lead to satisfaction, but the
absence caused dissatisfaction for the workers.
2.7 Controlling
The managerial function of controlling is the measurement and correction
of performance in order to ensure that enterprise objectives and the plans
devised to attain them are accomplished. Planning and controlling are
closely related. Without objectives, controlling is not possible, because
performance must be compared against established criteria. Controlling is
important to managers at all levels, although the scope may vary.
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2.7.3 Measurement of Performance
Although such measurement is not always practicable, the measurement of
performance against standards should be done on a forward–looking basis
so that deviations can be detected in advance of their occurrence. If
standards are appropriately drawn and if means are available for
determining exactly what subordinates are doing, appraisal of actual or
expected performance is fairly easy. But there are many activities for which
it is difficult to develop accurate standards or to measure performance. In
the less technical kind of work, not only may standards be hard to develop
but there may also be difficulty with appraisal. For example, controlling
the work of the vice–president of finance is not easy because definite
standards are not easily developed. The point is that as jobs move away
from the assembly line, the shop or the accounting machine, controlling
them becomes more complex and often more important.
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or controller. To be most effective, budget making and administration must
receive the wholehearted support of top management.
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Management Information System (MIS): allows organizations to
communicate information efficiently and thus helps managers carry out
their responsibilities effectively. MIS may be defined as a complex
interaction among people, computer and communication technologies
and procedures designed to quickly provide relevant data or information
for organizational use.
2.8 Summary
In this chapter, we looked at the various managerial functions that are part
of any organization. These are planning, organizing, staffing, leading and
controlling. In order to achieve the organizational goals, a manager must
be skilled in all of these functions. We also looked at the various tools and
techniques that are relevant in the execution of these functions.
55
57
The objective of this lesson is to provide a basic understanding of cost
management to enable project managers to apply the costing principles
effectively in their projects.
Key Terms
Cost
Cost is defined as the amount of expenditure incurred on a specific need or
an activity.
Profit / Loss
Profit is the difference between the sales price and cost price (the total
cost of manufacturing) of a product or delivering a service. Profit is achieved
if sales are more than the total cost and loss if it is the reverse situation.
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or distributing goods or service. From a buyer’s perspective, the term cost
means the cost of acquiring a product or service.
Total Cost
It is the sum of cost of all items, which have been incurred in production,
sales or distribution, or providing of a service to a customer.
Overheads
Overheads are the aggregate of indirect materials, indirect wages and any
other indirect expenses involved in producing the product or delivering a
service.
The aggregate of prime cost and overheads gives the total cost.
Total cost = Prime cost + Overhead cost
Material cost
Material cost is the cost associated with the raw materials used in the
process of manufacturing a product or delivering a service.
Labor cost
The cost of wages associated with the manufacturing of a product or
delivering services.
Other costs
Other costs are those that do not fall under any of the above two categories
such as administrative costs, cost of rent, cost of power etc…
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3.2 Types of Cost
Cost can be further classified as:
1. Direct costs
2. Indirect costs
In any project, the project management team has to consider both the direct
and indirect cost while doing cost estimation for all activities. The following
definitions will help in understanding what contributes to direct costs and
what contributes to indirect costs.
Direct Material
Direct material cost is the cost of the materials used to produce the product
or service that becomes part of the product or service.
In a construction project, the raw materials used such as steel, brick, cement
etc… which form part of the final structure is direct material cost.
Direct Wages
Direct wages are the cost expended towards human resources, directly
involved in producing the product or delivering the service, by altering or
processing the material towards producing the finished product in part or
in full.
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Direct Expenses
Direct expenses are the costs involved as material and labor, but that can
be linked directly to manufacturing a product or delivering a service.
Indirect Material
Indirect material is the material that cannot be traced to the finished
products or service. For example, the cost of lubricants, small tools,
fasteners, stationery, etc.
Indirect Wages
Indirect wages are wages paid to personnel not directly involved in
producing the product or delivering the services. For example, the wages
paid to Managers, Supervisors, Foremen, Team Leaders, Clerical Staff,
Maintenance Workers and Conservancy Workers etc. are indirect wages.
The ideal time wages of direct labors, overtime premiums, shift allowances
and other fringe benefits are also considered as indirect wages.
Indirect Expenses
Indirect expenses are the ones that cannot be charged directly to production
or performing an activity. For example, the cost paid towards rent, interests,
insurance, power and fuel, maintenance of equipment etc…, comes under
the indirect expenses category.
The project manager has to calculate both direct and indirect expenses for
each work package or work activity, while preparing the cost estimation in
their projects.
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3.3 Methods of Costing
Different methods of costing are used which are relevant to the type of
business or services an organization performs. Following are the different
methods of costing used according to the nature of business or service:
Batch costing
In batch costing, the costs are collected, analyzed and ascertained for each
batch separately. The total cost of the batch is divided by the number of
units produced in that particular batch to arrive at the unit cost. This
method is applicable to industries where products are produced in batches
like biscuits, drugs etc.
Process Costing
This method of costing is suitable for manufacturing industries where
production is done on a mass scale, where the raw materials pass through
two or more processes before being converted as a finished product.
Under this costing method, cost data are collected, analyzed and ascertained
for each process or department. To arrive at the cost per unit, the total
process cost is divided by total number of units. This method of costing is
suitable for industries like sugar, chemical, paper and cement.
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3.4.1 Marginal Costing
Marginal cost is the amount by which the total cost varies when the volume
of production or other activity is increased or decreased by one unit. In this
costing method, the total costs are classified into two broad categories
known as variable cost and fixed cost.
Fixed Cost
Fixed costs are business expenses that are not dependent on the activities
of the business. They tend to be time–related, such as salaries, rents, and
insurance and utility bills, which are paid every month. Fixed costs do not
change in proportion to the volume of production or service. For example,
an industry has to pay the wages for its employees irrespective of the
production or sales.
Variable Cost
Variable costs are the business expenses that depend on the activities of
the business. They tend to be volume related, such as the cost of raw
materials, consumables etc.
For example, a manufacturing firm pays for raw materials. When there is
reduction in activity or the amount of raw materials used, then there will
be a decrease in the spending for raw materials.
sContribution
Contribution is the difference between the sales price and variable cost
associated with a product or service.
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For example, assume that a firm is selling a product for $100/each.
Let us take the variable cost associated with producing and selling the
product is $60. The contribution from the product is
100 – 60 = $40
Let us take a variable cost associated with producing and selling the product
of $60 and the fixed cost related to the product (the basic costs that are
incurred in operating the business even if no product is produced) of $10,000.
10000 / (100 – 60) = 250 units to break even, meaning to achieve no profit
or loss.
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Fig. 3.1: Break–even Point Analysis
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ABC can be defined as below:
The total cost for performing an activity will be based on the number of
times the activity is performed during a specific time frame.
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incurred. This practice is known as apportionment of overhead expenses
and the particular cost component is called an apportioned cost.
For example, the salary of a manager, who is in charge of more than one
department or function is distributed to those departments/functions on
the basis of his time devoted for each function.
For example if a manufacturer sells the product at $100 and the cost of the
raw material he buys is $25, then $75 is the value addition he makes by his
process.
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2. Operating Expenditure (Revenue Expenditure): Operating
expenditure or OPEX is an on–going cost for running a project. OPEX
may also include the cost of workers and facility expenses such as
rent and utilities.
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3.8 Profit Calculation Method
Overview
Project selection methodology is an important element used during the
initiating process of a project. Project cost management may address the
methodologies used for project selection. As a project manager, you are
expected to understand and interpret information such as project
justification. Senior management may use one of the selection methods to
select a project.
3.9.1 Methodologies
Project selection methodologies:
1. Return on Investment (ROI)
2. Net Present Value (NPV)
3. Internal Rate of Return (IRR)
4. Pay Back Period (PBP)
5. Benefit Cost Ratio (BCR)
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3.9.2 Return on Investment (ROI)
ROI is the ratio of money gained or lost (realized or unrealized) on an
investment in relation to the amount of money invested. The amount of
money gained or lost may be referred to as interest, profit/loss, gain/loss,
or net income/loss. The money invested may be referred to as the asset,
capital, principal, or the cost basis of the investment. ROI is usually
expressed as a percentage rather than a fraction.
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The following sums up the NPVs in various situations.
FV – Future value
n – No. of years
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Mathematically the IRR is defined as any discount rate that results in a net
present value of zero of a series of cash flows.
The rate at which NPV is 0, that is Net Present Value of cash inflows is
equal to the Present Value of outflows is called Internal Rate of Return.
Probability Index
In this example, the payback period is 5 years and the investment is $10
million.We get $ 2 million every year. In the 5th year, we reach $10 million,
which is equal to the investment. Therefore, the payback period is 5 years.
In the case of unequal cash flows, we calculate the time on the basis of
amount again. Let us suppose we get $4 million inYear 1, $3 million in Year
2 and $4 million in Year 3, t hen the Payback Period is 3 years. This ignores
the concept of Time Value of Money, so it is not a reliable source.
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3.10 Summary
The chapter discussed the basic concepts of costing, the terminologies used
in costing and finance and the various methods used in ascertaining the
cost. Project selection methodology discussed various processes that are
essential for project justification. Eventhough the project manager may be
very good techincally, if he lacks a clear understanding of finance and cost
management, he will not be able to perform effectively as a project manager.
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75
The objective of this lesson is to make the participants understand the project
manager’s role in the integration phase of a project and to learn how to
integrate project plan development process with the project execution
process, and the overall change control process. We are here to address the
integration of other process, initiation and close, related to the project work.
Key Terms
Project Charter
A Project Charter is the document issued by the project initiator or sponsor
who formally authorizes the project and provides the project manager with
authority to apply organizational resources to the project activities.
PMIS
Is an information system consisting of the tools and techniques used to
gather, integrate and disseminate the output of the project management
processes. It is used to support all aspects of the project from initiation to
closing.
Change Control
Is the process of identifying, documenting, approving or rejecting and
controlling changes to the project baselines.
Corrective Actions
Proposed actions to correct the variance and bring the future project results
in line with the planned results.
Preventive Actions
Proposed actions that can reduce the probability of negative consequences
associated with project risk.
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Defect Repair
Proposed actions to set right the identified defect in the project component;
can be a recommendation to either repair the defect or replace the defective
component.
Close Project
Is the process of finalizing all activities across all the project process groups
to formally close the project.
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The project charter is usually authorized by someone who is external to the
project, such as project sponsor, PMO or portfolio steering committee. The
initiator of the project charter should be placed in a level to allocate funds
to the project. The initiator creates the project charter or allocates the
responsibility to the project manager, but their approval of the charter
authorizes the project.
Projects are normally authorized as a result of internal business needs or
external influences.
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Business Case
The business case document provides the required information on the
rationale behind initiating the project and the justification from a business
point of view in initiating the project. It may provide information on the
business need of the project and the cost benefit analysis. In the case of an
external project, the business case document will be prepared by the
customer or the requesting organization.
The business case may arise due to any one or more of the following reasons:
• Market demand– Project may be initiated due to some demand in
the market. For example, an automobile manufacturer may initiate a
project for designing a fuel efficient car due to increases in gasoline
prices.
• Organizational need – This can be the business case in initiating a
project on some occasions. For example, a manufacturing company
may initiate a project to automate some process to increase their
productivity or to reduce cost.
• Customer request – A software organization, developing a specific
application for a customer based on their request.
• Technological advance– Advancement in technology will also lead
to project initiation. An organization initiating a project to upgrade
their information system infrastructure, due to advancement in web
technology.
• Legal requirement– In some cases, the legal requirement to meet
government statutory regulation can also be the business case behind
project initiation. For example, an automobile manufacturer initiating
a project to design a new engine to meet the emission norms, or an
air–conditioning equipment manufacturer initiating a project to do
away with the use of chlorofluorocarbons (CFC) to reduce greenhouse
gases.
• Ecological Impact – An example for this is a power plant initiating
a project to reduce the CO2 discharge to the atmosphere.
• Social need– An example of social need as a business case is any
Government or NGO initiating a drinking water or sanitation or
education project to meet the community demand.
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Agreements
Agreements are essential for initial intention for a project. When the project
is performed for external customers, may include contracts, memorandum
of understanding (MOU), service level agreements (SLA), letter of intent,
email etc.
Expert Judgment
Expert opinion in technical and managerial issues will help assess the input
used to develop the project charter. Experts can be individuals or groups,
who possess specialized knowledge or skills in the area of interest.
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Facilitation Techniques
Facilitation techniques are used to guide the project management activities.
Brainstorming, conflict solution and problem solving are key techniques
used by facilitators, thereby, bringing in collaboration among the project
team while accomplishing project activities.
Project Charter
The project charter is a document which formally authorizes the initiation
of a project and gives the authority to the project manager to assign
resources to the project.
The project charter document shall contain the business need for the project,
customer’s needs and a high level description about the product, service, or
results that the project is to produce.
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Develop Project Charter – Best Practices
The following are the guidelines to develop a good project charter:
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4.2 Develop Project Management Plan
Develop Project Management Plan is the process of documenting all planning
activities for the project to define, prepare, integrate and coordinate
subsidiary plans such as Scope, Cost, Time, Quality, Communication, Human
Resources, Risk, Procurement and Stakeholder management plans for the
project. The Project Management Plan describes how the project will be
executed, monitored, controlled and closed.
High level decisions regarding other project processes are also made during
planning. For example, the project team may determine the relevance and
scope of quality management and organizational change management
activities during initial planning. They may also decide how these processes
will be executed for the project and to what extent.
The project team documents the decisions made during the initiating and
planning processes in the Project Management Plan. The content for the
Project Management Plan evolves over the initiating planning and into the
execution phase. The Project Management Plan is a living document and
should be updated continually to reflect changes to the project.
Project Charter
Refer to section 4.1.3 – Develop Project Charter – Outputs
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Outputs from other Processes
There is a high degree of integration across all the project management
processes and the Develop Project Management Plan process. The outputs
from all project processes often feed into the Develop Project Management
Plan process as inputs. Updates to these documents result in updates to
the “Project Management Plan”.
Expert Judgment
The project management team can approach experts, an individual or group
with special knowledge or skills, to obtain their inputs in preparing the
Project Management Plan. These inputs can be utilized to have an
understanding of:
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• The level of tailoring that is required to project process
• To develop and include technical and management details in the
project management plan
• To decide on the resource and skill level required to perform a project
task
• To decide the level of configuration management required for a
project
• To decide on the change control process and the documents which
must follow this process
Facilitation Techniques
Facilitation techniques are used to guide the project management activities.
Brainstorming, conflict solution and problem solving are key techniques
used by facilitators, thereby, bringing in collaboration among the project
team while accomplishing project activities.
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• A plan and process for conducting performance reviews
• Project baseline such as:
• Scope baseline
• Schedule baseline
• Cost performance baseline and
The project manager and his team put the plan into action to achieve the
project objectives.
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Fig. 4.3: Direct and Manage Project Work – ITTO
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4.3.2 Direct and Manage Project Work – Tools & Techniques
Expert Judgment
Refer to section 4.2.2 – Develop Project Management Plan – T & T
Meetings
Meetings are for the purpose of discussion on the project during execution.
The attendees could include the project manager and involved stakeholders
who need to sort out differences among them. Meetings should have a defined
agenda, time frame and end with a minutes of meeting along with an action
plan.
Deliverables
A unique and verifiable product, service or result produced as a result of
the process or phase or project.
Change Requests
While executing project activities, the project team may request corrective
actions through change requests. The change request may be to modify the
project policies, procedures, scope, cost, schedule or quality etc. Sometimes
a change request may be due to a recommended corrective action or
preventive action to forestall a negative impact on the project in the near
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future. All change requests have to be processed through the project’s
integrated change control process.
The request for changes can be either internal or external to the project
team, or can be due to optional requirements or can be mandated by legal
or contractual requirements.
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4.4.1 Monitor and Control Project Work – Inputs
Schedule Forecasts
We need to have better traction on schedule. Any deviation will have
multiple effects on projects. So while executing projects, the time lines are
very important. The understanding of schedule forecasts and tracking them
will help us have better control. The schedule forecast is derived from
progress against schedule baselines and computed time estimate to complete
(ETC). This is measured in terms of Schedule Variance (SV) and Schedule
Performance Index (SPI). We will be discussing this Project cost
Management under Earned Value Management (EVM). If a project does
not follow EVM then the variance will be measured against planned and
finish dates. We can apply the Change Request process on understanding
the tolerance limit.
Cost forecasts:
The cost forecast is essential to measure the variation at cost and necessary
steps can be applied through Change Request to bring the cost under control.
The Planned Value (PV) and Actual Cost (AC) are the parameters which
will help us to calculate Cost Variance (CA) and Cost Performance Index
(CPI). An Estimate At Completion (EAC) can be compared to the Budget At
Completion (BAC) to measure the tolerance limit and correction can be
made through Change Request. We will be discussing these aspects in
Project Cost Management, under Earned Value Management (EVM)
Validated Changes
All changes are inspected and are either accepted or rejected. The
stakeholders are intimated after inspection. A proper validation is to be
performed to ensure acceptance or rejection.
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are, status report, implementation report, change request report and various
forecasts reports.
Expert judgment
The project management team can utilize the knowledge and skills of an
expert by getting their opinions and interpretation of the information
provided by the Monitoring and Control process.
Analytical techniques:
Analytical techniques are used to analyze the outcome of the various
variations and also the effect of these outcomes.
Meetings
Refer to section 4.3.2 – Direct and Manage Project work – T & T
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4.4.3 Monitor and Control Project Work – Outputs
Change Requests
If there is variance while comparing the actual project results to the planned
results, the project team may request corrective actions through change
requests. The change requests may be requests to modify the project policies,
procedures, scope, cost, schedule or quality etc.
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Project Document Updates
Some of the project documents that may be updated are:
• Forecasts
• Performance reports
• Issue logs
Change Requests
Refer to section 4.4.3 – Monitor and Control project Work – Outputs
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Enterprise Environmental Factor
The Project management information systems, configuration systems,
information collection and distribution systems are some of the enterprise
environmental factors that may influence the Perform Integrated Change
Control process.
Expert Judgment
Experts may be selected as part of the change control board. In addition
the project team may be asked to provide their expertise. Experts opinion
may be used to review, approve and disapprove change with respect to
technical and management related issues.
Meetings
Refer to section – 4.3.2 – Direct and Manage Project Work – T & T
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4.5.3 Perform Integrated Change Control – Outputs
Change Log
A change log is used to document changes that occur during a project. These
changes and their impact to the project in terms of time, cost, and risk, are
communicated to the appropriate stakeholders. Rejected change requests
are also captured in the change log.
The project manager should include all activities required to close the project
formally in the Project Management Plan. These include:
• Process to ensure that the project satisfactorily met its exit criteria
for the project or a phase
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• Process to transfer the project service, results or products to the
next phase or to production or operations
• Process to ensure collection of all project records, lessons learned
documents and archive them for organization’s future use
Accepted Deliverables
Accepted deliverables are deliverables of the project or phase which are
accepted through the Validate Scope process.
Expert Judgment
Refer to section 4.2.2 – Develop Project Management Plan – T & T
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Analytical techniques:
Refer to section 4.4.2 – Monitor and Control Project Work – T & T
Meetings
Refer to section 4.3.2 – Direct and Manage Project Work – T & T
4.7 Summary
Project Integration Management is one of the key processes in project
management which coordinates all elements of a project. Project integration,
when performed properly, ensures that all processes in a project run
smoothly and interact with each other to achieve project success.
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Chapter – 4 : PRACTICE QUESTIONS
3. The business description, product description and strategic plan, all describe
elements of which of the following:
A. Organizational process assets
B. Tools and techniques of initiating processes
C. Project statement of work
D. Project Charter
4. Which of the following activities is done during planning phase of the project?
A. Determine project team
B. Develop high–level product description
C. Determine high level estimates
D. Determine high level constraints and assumptions
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5. Inputs for Develop Project Charter includes all of the following Except:
A. Business case
B. Agreements
C. Project charter
D. Project Statement of Work
8. Which of the following is one of the tools and techniques for Develop Project
Management Plan?
A. Decomposition
B. Change control meeting
C. Project management information system
D. Expert judgment
9. During planning, you estimate the time needed for each activity and then
add the estimates to create the project estimate. You commit to completing
the project by this date. What is wrong with this scenario?
A. The team did not create the estimate and estimating takes too long using
that method
B. The team did not find the dependency and a network diagram was not
used
C. The estimate is too long and should be created by management
D. The estimate should be the same as the customer’s required completion
date
13. During the course of your project, you notice that most of the changes
occurring on the project come from the research department. What should
the project manager do?
A. Assign a team member to work solely with the research department
B. Change your communication plan, so only you are assigned to interact
with the research department
C. Ask the research department to assign one person to be your liaison
D. Talk to the research department to understand the reasons for the
changes
14. Changes to the project are common in certain types of projects, especially
when they involve new technology, Project modifications should be reflected
in the
A. Project management plan
B. Quality control document
C. Lessons learnt document
D. Quality control audit
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15. Which of the following is updated as an output of the “Close Project” process?
A. Administrative Closure Procedure
B. Contract Closure Procedure
C. Final product
D. Organizational Process Assets
17. The Vice President of your company has requested that you attend the
upcoming change control board meeting that is scheduled this week. Why is
a change control board necessary?
A. To approve or reject changes to the project plan
B. To approve or reject change requests when required
C. To approve or reject changes to the WBS
D. To approve or reject the selection of project team resources
18. You are a project manager for a software development project. Your team
buys a component for a web page but they run into defects when they use it.
Those defects slow your progress down considerably. Fixing the bugs in the
component will double your development schedule and building your own
component will take even longer. You work with your team to evaluate the
cost and impact of all of your options and recommend hiring developers from
the company that built the component to help you address problems in it.
That will cost more but it will reduce your delay by a month. What is your
next step?
A. Fix the component
B. Write up the change request and take it to the change control board
C. Start procurement planning so you can get the contract ready for the
vendor
D. Change the scope baseline to include your recommendation
20. All of the following are outputs of the Perform Integrated Change Control
process except for which one?
A. Approve change request
B. Project management Plan updates
C. Change requests
D. Project document updates
21. Your project is moving forward. The director of sales, however, comes to you
and demands changes to the scope statement. She insists that these changes
will improve the finished product. What should you do?
A. Tell her that the scope cannot be improved unless she has hard metrics on
why the change is needed
B. Tell her that the scope cannot be improved without her creating a change
request form and then the changes will need to be approved
C. Tell her that the scope cannot be improved unless she wants to pay for
the product changes
D. Tell her that the scope cannot be changed, as the project is already being
executed
22. Which of the following is not an input to the “Close Project or Phase” process?
A. Project Management plan
B. Accepted deliverables
C. Final Product
D. Organizational Process Assets
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23. Your project was just completed, accepted, and closed. As is customary for
your organization, you conduct a post–implementation audit. The purpose
of this audit includes all of the following except for which one?
A. Evaluating project goals and comparing them to the project’s product
B. Reviewing successes and failures
C. Performed to finalize all activities across all Project Management Process
Groups to formally complete the project, Phase or Contractual Obligations.
D. Performs post–implementation audits to document project successes and
failures
Key Terms
Scope
The sum of the products, services and results to be provided as a project.
Product Scope
The features and functions that characterize a product, service, or result.
Project Scope
The work that needs to be accomplished to deliver a product, service, or
result with the specified features and functions.
In Scope
What is included in the project.
Out of Scope
What is not included in the project.
Scope Creep
Uncontrolled changes to the Project Scope without an approval from the
customer or without addressing the effect on time, cost and resources.
Deliverables
A unique and verifiable product, result or service that must be produced to
complete a Process, Phase or Project.
WBS
A deliverable oriented hierarchical decomposition of the work to be
executed by the project team to achieve the project objective.
Work package
A deliverable or work component at the lowest level of each branch of the
WBS.
Control Account
A management point where scope, budget, actual cost and schedule are
integrated and compared to earned value for performance measurement.
The Project Scope Management process includes the following key processes;
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5.1 Plan Scope Management
The purpose of plan scope management is to define, validate and control
project scope. It provides an approach for managing scope throughout the
project life cycle and avoid project scope creep and gold plating.
Project Charter
A project charter is the formal document authorizing the initiation of any
project. It will have the high level project requirements and product
requirements mentioned in it. The project management team will refer to
the charter as a first step in collecting the requirements.
Expert Judgment
Expert opinion in technical and managerial issues will help assess the input
used to develop the project charter. Experts can be individuals or groups,
who possess specialized knowledge or skills in the area of interest.
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Experts can be:
• From within the organization
• A stakeholder, including customers or sponsors
• Professional and technical associations
• Industry groups
• Subject Matter Experts (SME)
• Project Management Office (PMO)
Meetings
Project Team and the relevant stakeholders of the project meet to Define,
Review and Approve the Scope Management Plan and the Requirements
Management Plan.
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Fig. 5.2: Collect Requirements – ITTO
Project Charter
Refer to section 4.1.3 – Develop Project Charter – Outputs
Stakeholder Register
The stakeholder register will contain all the information about the project
stakeholders. The project team can identify the stakeholders, who will give
appropriate inputs to the project and product requirements.
Interviews
Interviewing is one of the tools which will help the project team in collecting
the project and product requirement from the project stakeholders.
Interviewing will help to identify and define the required features and the
functionalists of the project deliverables.
Focus Groups
A focus group is a form of qualitative research for identifying the
requirements of the project. Here the groups of people who are involved in
the project, project stakeholders or SMEs are free to express their
expectations and attitude towards the proposed project’s product, service,
or results. Different types of suggestions and views are exchanged within
an interactive group.
Facilitated Workshop
Workshops can be conducted with key cross functional stakeholders to define
product requirements. Facilitated workshops are primary tools for defining
cross functional requirements which will settle stakeholder differences.
Well–facilitated workshops will build trust, foster relationships and
improve communication among the participants which can lead to consensus
among stakeholders.
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Group Creativity Techniques
There are group creativity techniques which a project team can use for
collecting project and product requirements.
Observations
Observation is directly watching the process being performed, by any
individual, in its environment or product being used in its intended
environment. This tool will be helpful when the user or the process owner
cannot articulate the requirements. This is also known as Job Shadowing.
The project team member can feel the process or product by performing the
process or using the product by himself. In this case, he is a “Participant
Observer.”
Prototypes
Prototyping is a modeling method in which a full model or scale model of an
existing or a new product is created to understand the design challenges
and user related issues. Prototyping provides early feedback on the
requirements by making a working model of the product.
Benchmarking
The project planned or actual project quality practices can be compared
with those of other projects, either of a similar nature or a different nature
and either from within the performing organization or from outside the
organization to identify best practices. Those best practices can be
considered for quality planning.
Context Diagrams
It is an example of a scope model. It visually depicts the product scope and
the relationship between people and systems that interact with it. Context
diagram shows inputs to the business system, the actor(s) providing input,
the outputs from the business system and actor(s) receiving the output.
Document Analysis
Elicit requirement by analyzing all existing documents and identify
information relevant to the requirements. It includes business plan,
marketing literature, agreement, RFP, process flows, business rules,
business process, interfaces, use cases, logs, policies, procedures, regulatory
compliances etc.,
Requirements Documentation
The requirements collected during the requirement collection phase should
be articulated in such a way that requirements are unambiguous, testable,
measurable, traceable, complete, consistent and the acceptance criteria for
each of the requirements are documented for validation by the sponsor/and
or customer. This can be a simple document listing of all the requirements
or a detailed one containing all the descriptions and attachments. In some
complex projects, the requirement document may contain very high level
information about the project or product requirements and will be detailed
in the course of the project progress, called progressive elaboration. The
documented requirements must be quantifiable, testable and acceptable to
all stakeholders.
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Some of the key components of the requirement documents are:
• Business requirements including, business/project objectives,
business rules and guiding principles (policies)
• Stakeholder’s requirements (internal and external) and the
appropriate communication/reporting requirements
• Functional requirements
• Non–functional requirements
• Quality requirements and acceptance criteria
• Support and training requirements
• Requirements assumptions, dependencies and constraints
• Project requirements like Service Levels, Volumetric requirements
(like performance, response times) and well defined acceptance and
exit criteria
• Transition requirements (like data migration, managing
organizational changes)
Project Charter
Refer to section 4.1.3 – Develop Project Charter – Outputs
Requirements Documentation
Refer to section 5.2.3 – Collect Requirements – Outputs
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5.3.2 Define Scope – Tools & Techniques
Expert Judgment
Refer to section 5.1.2 – Plan Scope Management – T & T
Product Analysis
The Product Analysis tool will help the project team to define the scope of
a project which has a product as its deliverable and not a service or result.
The product analysis is done using techniques like product breakdown
analysis, systems analysis, systems engineering, value engineering, value
analysis, and functional analysis.
Alternative Identification
Alternate identification is yet another tool for defining the scope of the
project, in which the different approaches or methods available to perform
and execute a project work are considered by the project team. To find the
alternatives, the project team can use any of the general management tools
such as brainstorming, lateral thinking etc.
Facilitated Workshop
Refer to section 5.2.2 – Collect Requirements – T & T
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5.4 Create WBS
Create WBS (Work Breakdown Structure) is the process of subdividing the
deliverables and project work into smaller and more manageable
components. The most common way of doing this is by using a hierarchical
tree structure. Each level of this structure breaks the project deliverables
or objectives down to more specific and measurable components.
The WBS is a hierarchical decomposition of the project scope. It aims to
accomplish the project objectives and create deliverables on the basis of
the work specified in the current approved project scope statement.
The planned work contains the lowest level of WBS components, which are
called work packages. A work package is used to group activities where
work is scheduled and estimated, monitored, and controlled. The term work
refers to work products or deliverables that are the result of activity and
not to the activity itself.
Requirements Documentation
Refer to section 5.2.3 – Define Scope– Outputs
Decomposition
Decomposition is a technique used to break down the project deliverable
into smaller and more manageable components. Decomposition takes a top–
down approach and is the act of breaking down deliverables into successively
smaller portions of work to be completed in order to achieve a level of work
that can be both realistically estimated and managed by the project manager.
The lowest level components of WBS are work packages. The work packages
are useful in specific assignment of that piece of work to a person or to a
team. The level of detail in work packages depends on the size and
complexity of the project.
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• Developing and assigning Identification Codes to WBS components
• Verifying the degree of decomposition of the work that is necessary
and sufficient
There are a number of ways to create the Work Breakdown Structure (WBS).
Here are some examples of how the WBS can be structured:
• WBS by project phase or stage
• WBS by time line
• WBS by deliverable
Expert Judgment
Refer to section 5.1.2 – Plan Scope Management – Tools & Techniques
Scope Baseline
Scope Baseline is a component of Project Management Plan, which includes:
• Project scope statement
• WBS
• WBS dictionary
Validate scope and quality control are different. In quality control the
process is concerned with the deliverables meeting their specified quality
requirements. Validate scope is concerned with getting the acceptance of
the deliverables from the project sponsor or customer. Generally, quality
control is performed before scope validation, but, in the case of small
projects, they can be performed simultaneously.
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5.5.1 Validate Scope – Inputs
Requirements Documentation
Refer to section 5.3.3 – Define Scope – Outputs
Validated Deliverables
The deliverables which are completed and checked for their correctness.
Inspection
Inspection is an activity for measuring, examining and verifying the work
done towards the deliverables. It will establish that the products meet the
requirements. It can also be referred to as a review, product review, audit,
or walk through occasionally. The inspection may be conducted by an internal
or external team.
Accepted Deliverables
Once the deliverables meet the acceptance criteria, requirements are
accepted and formally signed off by the customer or the sponsor. The formal
acceptance document, acknowledging the acceptance of the deliverables
from the sponsor or the customer, is required for closing the project or
project phase.
Change Requests
The deliverables that are not accepted by the sponsor or by the customer
are documented along with the respective reasons for non–acceptance. These
deliverables may require a defect repair or work around, which will be
initiated through change requests. These change requests should be
processed through the Perform Integrated Change Control Process of the
project.
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Fig. 5.6: Control Scope – ITTO
Requirements Documentation
Refer to section 5.3.3 – Define Scope – Outputs
Variance Analysis
It is a technique to identify, assess and address the difference between
planned and actual results.
Change Requests
Refer to section 5.5.3 – Validate Scope – Outputs
Scope Baseline Updates– the Scope Statement, WBS and WBS Dictionary
may be revised to reflect the approved changes.
Other Baseline Updates– The updates to the project scope baseline may
affect the project cost and schedule. The corresponding cost baseline and
schedule baseline will be revised to reflect the changes.
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Project Documents Updates
Requirements document and Requirement Traceability Matrix are some of
the documents that may get updated as a result of Control Scope process.
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Chapter – 5 : PRACTICE QUESTIONS
3. Which of the following is not part of Tool & Technique of collect requirements?
A. Interviews
B. Group creativity techniques
C. Focus group
D. Inspection
5. A new project manager has asked you for advice on creating a work breakdown
structure. After you explain the process to him, he asks you what software
he should use to create the WBS and what he should do with it when he has
finishing creating it. You might respond that it is not the picture that is the
most valuable result of creating a WBS. It is:
A. A bar chart
B. Team buy–in
C. Activities
D. A list of risks
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6. All of following are needed to create the WBS Except?
A. Organizational Process Assets
B. Project Charter
C. Requirement Documentation
D. Project Scope Statement
7. All of the following are part of the scope baseline Except the:
A. Requirement management plan
B. Project scope statement
C. Work breakdown structure
D. Work breakdown structure dictionary
11. You are the project manager for a construction project. As you’re planning
out the work your team will do, you divide up all of the work into work
packages and create a WBS that shows how they fit into categories. For each
one of the work packages, you write down details such as initial estimates
and information about what account it should be billed against. Where do
you store all of that information?
A. Requirement Management Plan
B. WBS
C. WBS Dictionary
D. Project Scope Statement
13. You have just completed the plan scope management, collect requirements,
What should you do next?
A. Validate scope
B. Define activities
C. Create WBS
D. Control scope
14. Ralph is a quality control reviewer for all projects at a large clothing
manufacturer. He was reviewed Sally’s project and feels that the cost accuracy
and duration estimates need to be improved and that the project’s projected
end date is too far into the year. What should Sally do first?
A. Interview the subject matter experts (SMEs) again and ask for better
estimates
B. Re–examine the WBS to see if it can be further decomposed, to allow for
better estimating on cost and duration
C. Tell Ralph the estimates are sufficient. He is just a quality control guy
and has no real understanding of her project
D. Reduce all cost and time estimates by 10% based on Ralph’s feedback
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17. You are launching the Jhons Office Complex Project, which is similar to the
Royal Office Complex you managed last year. Which one of the following can
best help you to streamline the planning for the Jhons Office Complex Project?
A. Visiting the Royal Office Complex Project and inspecting the final
deliverable of the project
B. Relying on the Royal Office Complex Project’s risk matrix
C. Using the Royal office complex project’s accounting system for your
current project
D. Using the Royal Office Complex Project’s work breakdown structure
(WBS) as a template for the Jhons Office Complex Project
18. Your company has asked you to be the project manager for the product
introduction of their new Desktop Rock media system. You recently published
the scope statement and the supporting detail. The supporting detail contains
all of the following except:
A. Constraints
B. Other project information not noted in the scope statement
C. Code of control accounts
D. Assumptions
20. Which of the following is True for a Work Breakdown Structure (WBS)?
A. Each descending level represents an increase in detail of work
B. Each ascending level represents an increase in detail of work
C. Level of detail does not change with position of work on the WBS
D. Each descending level represents a decrease in detail of work
24. Inspections are also called each of the following Except for which one?
A. Reviews
B. Assessment
C. Walkthrough
D. Audits
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139
6.0 What is Project Time Management?
Project Time Management is the process of ensuring timely completion of
the project. It includes processes that are required to deal with defining
project activities, sequencing project activities using the Precedence
Diagramming Method, and estimating the resources needed to complete
these activities.
Key Terms
Activity
Activity is the component of work performed during the course of the project.
Buffer
A provision in the project management plan to mitigate schedule risk.
Float
The amount of time that an activity may be delayed from its early start
without delaying the project finish date.
Lead
A modification of a logical relationship that allows an acceleration of the
successor activity.
Milestone
A significant point or event in the project.
Schedule
The planned dates for performing schedule activities and the planned dates
for meeting schedule milestones.
Variance
A quantifiable deviation, departure or divergence away from the known
baseline or expected value.
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Project Time Management Processes
The Project Time Management process includes the following key processes:
Project Charter
• High–level milestones
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Enterprise Environmental Factor
The Project Management information system (PMIS) and work authorization
systems used in an organization
• Published benchmark data such as throughput factors,
• Resource and skill availability
Expert Judgment
Subject matter experts on schedule management from within the project or
external to the project who can validate the approach vis–à–vis the Project
to assess adequacy of controls and accuracy of data available from Project
Scope, WBS and Work Packages
Analytical Techniques
Scheduling methods, schedule management tool, parameters setting,
approach for crashing and fast tracking and associated risks and project
contingencies
Meetings
Formal review of the scheduling approach by relevant stakeholders to obtain
commitment on the thresholds and reporting requirements
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are usually defined at the “work package” level. Defining specific activities
at this level helps the project management team to estimate, schedule,
execute and monitor and control the project effectively. In this process, the
project team creates a comprehensive list called the activity list that details
all the activities to be performed for the project as a whole.
Scope Baseline
Scope Baseline is a component of Project Management Plan, which include
Decomposition
Decomposition is a technique used to break down the work packages in a
WBS into smaller, more manageable components called activities. Activities
are the work or effort required to complete a work package that can be
realistically estimated, scheduled, executed and managed by the project
manager.
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Expert Judgment
The skills and knowledge of subject matter experts, from within the project
or external to the project, who have experience on creating the Project Scope
Statement can be utilized in defining the activities.
Activity List
A list of activities encompassing all the work that is to be performed in
order to produce the project deliverables. The activities in the list will have
an activity identifier and sufficient information so that the project team
member knows what work is to be performed to complete that activity.
Activity Attributes
Activity attributes provide the additional information related to each
activity like name of the activity, Activity ID, WBS ID at the start of the
project and may expand to include:
• Activity codes
• Predecessor activity
• Successor activity
• Its logical relationship
• Activity leads and lags
• Resource requirements
• Imposed dates
• Assumptions
• Constraints
• Activity owner
• Geographic area where the activity is to be executed
• Level of effort required (LOE)
• Discrete or apportioned effort etc…
Activity List
Refer to section 6.2.3 – Define Activities. – Outputs
Activity Attributes
Refer to section 6.2.3 – Define Activities – Outputs
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Milestone list
Refer to section 6.2.3 – Define Activities – Outputs
The PDM is also called the Activity On Node (AON) diagramming method.
In PDM, it is also necessary to define the relationship between the
predecessor activity and the successor activity.
Finish to Start (FS) – which means the successor activity cannot start
until its predecessor has been completed.
Activity A Activity B
Start Finish Start Finish
FS
In the activity relationship shown above, Activity B can start only after
Activity A is finished.
Activity A Activity B
Start Finish Start Finish
FF
In the activity relationship shown above, Activity B can finish only after
Activity A is finished.
Start to Start (SS) – which means that the successor activity cannot start
until its predecessor has started.
Activity A Activity B
Start Finish Start Finish
SS
In the activity relationship shown above, Activity B can start only after
activity A starts.
Start to Finish (SF) – which means the successor activity cannot be finished
before its predecessor starts.
Activity A Activity B
Start Finish Start Finish
SF
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These relationships can also have time durations associated with them.
In PDM, the finish to start relationship is more commonly used and start
to finish is rarely used.
Dependency Determination
Dependency determination is a method to determine how each activity in a
project depends on its predecessor or successor activity. There can be three
types of dependencies between the activities. They are:
• Mandatory dependencies
• Discretionary dependencies
• External dependencies
Mandatory Dependencies
Mandatory dependencies are those that are inherent in the activity being
done or required by the contract. They often involve physical limitations.
On a construction project, it is impossible to erect the superstructure until
the foundation has been laid. In an electronics project, a prototype must be
built before it can be tested. Mandatory dependencies are also called hard
logic.
Discretionary Dependencies
Discretionary dependencies are those that are defined by the project
management team. Discretionary dependencies are also called as preferred
logic, preferential logic, or soft logic.
They should be used with care (and fully documented), since they can limit
scheduling options later. Discretionary dependencies are usually based on:
• “Best practices” within a particular application area
• Some unusual aspect of the project, where a specific sequence is
desired, even though there are other acceptable sequences
External Dependencies
External dependencies are those that involve a relationship between project
activities and non–project activities. For example, the testing activity in a
software project may be dependent on delivery of hardware from an external
source, or environmental hearings may need to be held before site
preparation can begin on a construction project.
Lead time represents the time delay between the preceding activity and
the commencement of the succeeding activity. For example, in an activity
in a finish–to–start dependency with a 10–day lead, the successor activity
can start 10 days before the predecessor has finished.
Lead and lag time is presumed to be zero if not indicated. Lead and lag time
between events can be expressed either in days or percentage of duration.
The project management team determines the dependencies that may
require lead or lag to define the logical relationship accurately between
the activities.
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Steps to Create Project Schedule Network Diagram
Continue drawing the network diagram, working from left to right until
all activities are included on the diagram and their precedence
relationships are indicated by arrows. Include any known lags or leads.
Activity List
Refer to section 6.2.3 – Define Activities – Outputs
Activity Attributes
Refer to section 6.2.3 – Define Activities – Outputs
Resource Calendars
The project management team can refer to the information on the human
resources, equipment and material availability with the performing
organization, during the period when identified activities are planned in
the project. The resource calendar should have the information such as the
experience and skill set of the resources, their availability and the
geographical location where the resource is from.
Risk Register
Refer to section 11.2.3 – Identify Risk – Outputs
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Enterprise Environmental Factors
The resource availability and the skill availability in the performing
organization can influence the Estimate Activity Resource process.
Expert Judgment
The skills and knowledge of subject matter experts, from within the project
or external to the project, who have specialized knowledge in resource
planning and resource estimation can be utilized in estimating the activity
resources.
Alternative Analysis
Alternate analysis is a tool, which helps the project team in considering
different approaches or methods available to them to perform/execute an
activity of a project such as:
• Different levels of resource capability or skills
• Different size or type of machines
• Different type of tools, automated or manual
• Make or buy decisions
The extent of detail in which an activity resource estimate can be made and
the description will vary depending upon the nature/size of the project.
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6.5 Estimate Activity Durations
Estimating activity duration is the process of determining the duration
required for the work (effort) that is required to be completed for an activity.
The resulting activity duration estimates will form the basis of creating a
preliminary project schedule. Estimating activity duration accurately is
important for the success of any project. In this process, the project
management team estimates the time it takes to complete an activity.
Estimating Activity Duration is dependent on the scope of the activity,
resource estimates, resource availability, resource calendars etc. and goes
through progressive elaboration.
The assumptions and constraints used for estimating the activity duration
will be documented by the project team to be used during the schedule
development.
Activity List
Refer to section 6.2.3 – Define Activities – Outputs
Activity Attributes
Refer to section 6.2.3 – Define Activities – Outputs
Resource Calendars
The resource availability, its type, quantity, capability of both human
resources and equipment & material resources will influence the Estimate
Activity Duration. The project management team can refer to this
information in the resource calendar.
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Some valid constraints are:
• Project budget
• Contract terms and requirements
Risk Register
Refer to section 11.2.3 – Identify Risks – Outputs
Expert Judgment
The project team can use the opinion of an expert, who has wide experience
and knowledge in duration estimation, guided by the historical information
from similar projects in the past. Expert judgment can be used to decide
whether to combine methods of estimating and how to resolve the differences
between them.
Analogous estimating is used in the early phase of the project when there
is only limited information available about the project. Analogous estimating
is less expensive and less time consuming when compared to other
estimating techniques.
Parametric Estimation
Parametric estimation generally uses either an empirical formula or
established algorithms using standard parameters to estimate cost and
duration for projects. Parametric estimation uses historical information
coupled with statistical relationship between the variables to calculate the
estimated parameters such as cost, duration and budget. In parametric
estimation, activity duration can be estimated by multiplying a throughput
rate from the historical data by the quantities to be performed for specific
work.
For example, if you are estimating the duration required for plastering a
wall of 100 square feet and you know the throughput of the available resource,
the duration required to complete the work can be calculated by dividing
the total area to plaster by the throughput rate. In this example, suppose
the through rate of the resource is 1 square feet/hour, then the duration
required to complete the plastering of 100 square feet is:
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Three–Point Estimation
Three–point estimates are based on determining three types of estimates,
namely optimistic estimates, most likely estimates and pessimistic estimates
for an activity and arriving at a range within which the activity can be
completed.
Most likely (tm): The duration of the schedule activity, given the resources
likely to be assigned, their productivity, realistic expectations of availability
for the schedule activity, dependencies on other participants, and
interruptions is the most likely one.
SD = (tP– tO) / 6
To calculate the variance within which the activity can be completed the
following formula is used:
Reserve Analysis
To take care of schedule uncertainties, buffer time (also known as time
reserves or contingency reserve) are added in the project schedule as feeding
buffers or project buffer. The contingency reserve can be calculated as a
percentage of the activity duration or a fixed work period, or can be
calculated using quantitative techniques. As the project progresses and more
information becomes available, the contingency reserve used is reduced or
eliminated. The contingency should be clearly identified in the project
schedule documents.
For example
• 2 weeks ±2 days to indicate that the activity can take at least eight
days and no more than 12 days to complete (calculated @ 5 working
days/week).
• 15% probability that the activity may take more than three weeks.
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Project Document Updates
Some of the project documents that may get updated include:
• Activity attributes
Activity attributes
Refer to section 6.2.3 – Define Activities – Outputs
Resource Calendars
Refer to section 6.4.1 – Estimate Activity Resources – Inputs
Risk Register
Refer to section 11.2.3 – Identify Risk – Outputs
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Organizational Process Assets
Many organizational process assets of the performing organization will
influence the Develop Schedule process.
The essential technique for using CPM is to construct a model of the project
that includes the following:
1. A list of all activities required to complete the project (also known as
Work Breakdown Structure (WBS).
2. The time duration that each activity will take for completion, and
3. The dependencies between the activities.
Using these values, CPM calculates the longest path of planned activities
to the end of the project, by doing a forward pass and a backward pass
analysis. The early start date, late start date, early finish date and late
finish dates are calculated to identify the critical path that each activity
can start and finish without causing a delay in the project. This process
determines the activities which are “critical” (i.e., on the longest path) and
which have “total float” (i.e., can be delayed without making the project
longer).
In the above network diagram, Early Start and Early Finish dates are
calculated by means of Forward Pass and Late Start and Late Finish dates
are calculated by means of Backward Pass. The Critical path has zero or
negative Total Float. A project can have several critical paths.
• Project buffers
Project buffers are the non–work schedule activities added to the
end of the critical chain to manage uncertainties
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• Feeding buffers
Feeding buffers are the non–work schedule activities added to the
feeding point of the non–dependent activities that are not on the
critical path but feeds into the critical path, to protect the critical
chain from slippage along the feeding chains. The size of the feeding
buffer shall account for uncertainty in the duration of the chain of
dependent tasks leading up to that buffer
Resource Leveling
Resource leveling is one of a schedule network technique. This can be used
in the following situations:
• When shared or critical resources required are available only at a
Certain time or In limited quantity
• When you want to keep the resource usage at a constant level
• When resources have been over–allocated
Resource Smoothing
Resource smoothing is the process of adjusting activities within a schedule
using the free and total float to ensure the project does not exceed the
resource thresholds. Resource smoothing does not alter the critical path.
Resource smoothing may not be able to optimize all resources (utilization)
since it is applicable only for activities where there is a free float.
This analysis helps to assess the feasibility of the project schedule under
adverse conditions and preparing for the contingency response plans.
Simulation
The simulation will be done under various assumptions. Monte Carlo
analysis is the most common simulation technique used to do what–if
scenario analysis.
Schedule Compression
Schedule Compression is a technique which will help the project team to
shorten the project duration without any changes to the project scope.
Crashing
Crashing is one of the techniques used for reducing the project
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duration. Crashing the schedule means deploying additional
resources to the critical path activities to reduce the schedule
duration. Adding resources can include approving overtime, bringing
additional resources or paying extra to expedite the delivery of
activities in the critical path.
Crashing will work only for activities, where adding extra resources
will shorten the duration. The project management team has to be
cautious when using the crashing technique, as crashing does not
always produce the expected results and will increase the cost / risk.
For instance, let’s say one person was working on a ten–day activity
on the critical path. If you were really desperate to shorten this time
frame, you might add a second resource to this activity. In fact, the
resource may not have all the right skills and he might work five
days just to reduce the overall time by two days.
Fast tracking
Fast tracking is another schedule compression technique, in which
the project team analyses the activities that are initially scheduled
in sequence, but which can be done parallelly to reduce the overall
project duration. Fast tracking will work only for activities that can
be overlapped.
For instance, normally the development will begin only when the
design is completed. However, when doing fast tracking, the
construction would start in areas where the design was complete
without waiting for the entire design to be completed.
Fast tracking always involves risk that could lead to increased cost
and some rework later.
Schedule Baseline
A schedule baseline is a specific version of the project schedule developed
from the schedule network analysis, which is accepted and approved by the
project management team as the schedule baseline. This will have the start
and finish dates of activities, milestones and projects. The schedule baseline
is a component of the Project Management plan.
Project Schedule
In project schedule, the project activities are shown in a logical sequence
with the start date, finish date and the duration for each activity. The
duration of all the activities adds up to the project duration. The project
schedule may be represented in a summary form, called the master schedule
or by milestones or can be presented in detail.
Milestone charts
Milestone charts are a form of bar chart in which only the scheduled
start and end dates of major deliverables will be indicated
Bar charts
Bar charts are the one in which each bar will represent an activity
indicating their start and end dates. Bar charts are relatively easy to
read and frequently used in schedule diagrams. For better control
and management communication, more comprehensive summary
activity, also referred to as Hammock Activity is used between
milestones or across multiple interdependent work packages. This
will be displayed in bar chart reports
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Project schedule network diagram
The project schedule network diagram will have information such as
the activity start and finish dates, the network logic and the critical
path schedule activities. The network diagram will be represented
by using an activity on node (AON) diagramming format. The project
schedule network diagram is also known as a logical bar chart.
Project Calendars
The calendar for each project may use different calendar units as the basis
for scheduling the project.
The project calendar includes, working hours, holiday lists etc., for the
project.
Activity Attributes
The activity attributes may get updated due to changes in resource
requirements or due to any changes to the schedule.
Risk Register
The risk register may get updated to reflect any changes to the opportunities
and threats because of the Develop Schedule Process.
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6.7 Control Schedule
Control schedule is the process of monitoring the project’s progress;
comparing it with the schedule baseline and managing the schedule delays
to ensure that the project gets completed in time. Control schedule is a
component of the Perform Integrated Change Control process.
Project Schedule
The project management team requires the recent version of the schedule
with notations to indicate updates, completed activities and commenced
activities as on date, to monitor and control the project schedule.
Project Calendar
Refer to section 6.6.3 – Develop Schedule – Outputs
Performance Review
Performance review is about measuring, comparing, and analyzing the
project’s schedule performance such as start dates, finish dates, percentage
of completion and remaining duration for the work in progress.
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When Earned Value Management (EVM) technique is employed, the
performance review focuses on schedule variance and schedule performance
index to assess the magnitude of schedule variation. The important part of
Control Schedule is to decide if the extent of schedule variation requires
any corrective measures or not.
If the project management team has employed the critical chain method for
schedule development, then the amount of remaining buffer to the amount
of buffer required to protect the delivery date can determine whether
corrective action is required or not.
Variance Analysis
Variance Analysis is useful for assessing the project performance variance
with respect to the schedule baseline by using the schedule variance (SV)
and schedule performance index (SPI). The total float variance is an essential
planning component to evaluate the project time performance. An important
aspect of schedule control includes determining the cause and degree of
the variation with respect to the schedule baseline and deciding whether
any corrective or preventive actions are required.
Modeling Techniques
Refer to section 6.6.2 – Develop Schedule – T & T
Schedule Compression
Schedule compression is the tool available to the project management team
when projects are running behind schedule, to bring it back on track with
respect to the plan.
Change Requests
The schedule variance analysis along with the review of progress reports,
results of performance measures and modifications to the project schedule
can result in a change request to the schedule baseline or any other
component of the PM plan. These change requests have to be processed,
reviewed and disposed through the project’s integrated change control
process.
Schedule baseline
The changes to schedule baseline are incorporated in response to the
approved change requests
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Schedule management plan
The schedule management plan may get updated to reflect a change in the
way the schedule is managed
Cost baseline
The schedule compression may lead to changes in the project cost baseline
Schedule Data
New project schedule network diagrams may be developed to display
approved balance durations and modifications to the work plan. In some
cases, the schedule delay may be severe, so the development of a new target
schedule with forecasted start/ finish date is required for providing a realistic
data for directing the work, measuring performance and progress
Project Schedule
An updated project schedule will be prepared from the updated schedule
data to reflect the schedule changes and manage the project
OPA Updates
As a result of project schedule some elements of OPA like schedule baseline
and organization artifacts etc., may get updated.
6.8 Summary
Time management is a very important skill for a successful project manager.
It is observed that poor schedule management is one of the major causes for
project cost overrun. To have better time management in a project, the
project manager has to list out all the activities to be accomplished, the
logical sequence in which they have to be performed, the resources required,
and the time duration to accomplish each activity. All this information is
required to develop a realistic project schedule.
Key Terms
Decision Tree
A decision tree is an Operation Research model which aids the decision
maker to choose the right alternative by visualizing the problem and the
possible outcomes of the decision.
Operational Decision
Operational decisions are day–to–day decisions used to support tactical
decisions.
Strategic Decision
Strategic decisions are at the highest level. They are concerned with general
direction, long term goals, philosophies and values.
Tactical Decision
Tactical decisions support strategic decisions. They are medium–ranged
and less–significant than strategic decisions with moderate consequences.
Activity
The number of job operations or tasks which make up a project are called
activities. An activity is an element of a project and may also be a process.
An activity is shown by an arrow and begins and ends with an event.
Activities are classified as:
Critical Activities
In a network diagram, critical activities are those which consume more
than their estimated time and cause the project to be delayed. An activity
is critical if its earliest start time plus the time it takes is equal to the
latest finishing time.
Duration
The estimated or actual time required to complete a task or activity.
Event
An event is a specific instant in time which marks the start and the end of
an activity.
Float or Slack
Slack refers to an event and float to an activity. In other words, slack is
used with PERT and float with CPM.
Free Float
If all the non–critical activities start as early as possible, the surplus time
is the free float.
Independent Float
The use of independent float of an activity doesn’t change the float of another
activity.
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Network Diagram
A network diagram is the basic feature of network planning. It is a diagram
which represents all the events and activities in a sequence.
Non–Critical Activities
These activities have provisions (float / slack); even if they consume a
specified time over and above the estimated time, the project will not be
delayed.
Total float
The additional time a non–critical activity can consume without affecting
the project duration.
Interactive Simulation
Interactive simulation represents a special kind of physical simulation, often
referred to as a “human in the loop simulation,” in which physical simulations
include human operators, such as a flight or driving simulator. Human in
the loop simulations can include a computer simulation as a so–called
synthetic environment.
Physical Simulation
Physical simulation refers to a simulation in which physical objects are
substituted for the real thing (some circles use the term for computer
simulations modeling selected laws of physics, but this article does not).
These physical objects are often chosen because they are smaller or cheaper
than the actual object or system.
Simulation
Simulation is a numerical technique for conducting experiments on a digital
computer, involving logical and mathematical relationships which interact
to describe the behavior and structure of a complex real–world system over
an extended period of time.
OR Models
OR models can be classified into the following categories:
• Linear Programming Models
• Sequencing Modes
• Waiting Line or Queuing Models
• Games Models
• Dynamic Programming Models
• Inventory Models
• Replacement Models
• Decision Analysis Models (Decision Theory)
• Simulation Models
• Network Models
Out of this, our scope of study is limited to the last three models.
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6.10 Decision Analysis Models (Decision Theory)
These models are used for selecting an optimal strategy of operation given
the possible payoffs and their associated probabilities of occurrence. The
models are used for decision making processes under uncertainty or risk
conditions.
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The following figure shows the link between the various components of the
decision making process.
The limiting aspect of the problem definition step is not widely appreciated.
Consider this example.
The decision maker will only have all the facts in trivial cases. People always
supplement what facts they have with assumptions and beliefs.
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Step 5: Implement the decision
While this might seem obvious, it is necessary to make the point that deciding
on the best alternative is not the same as doing something. The action itself
is the first real, tangible step in changing the situation. It is not enough to
think about it or talk about it or even decide to do it. A decision only counts
when it is implemented. As Lou Gerstner (CEO of IBM) said, “There are no
more prizes for predicting rain. There are only prizes for building arks.”
The typical decision tree’s deterministic and probabilistic approach are given
as an illustration.
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• Models are abstractions of real–life and hence cannot replace the
reality of life. Intangibility and dynamic nature of the parameters
make the model unusable in all conditions
• If we formulate the model, taking all possible factors into account, it
will be too complex and unwieldly for any useful business purpose.
The time consumed on such solutions may not be worthwhile with
respect to its utility as compared to time and cost involved
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1. There cannot be any duplication of numbers, when assigning a number
to an event
2. The activities are identified by the numbers of their starting and
ending events expressed as ij where i = starting event, j = ending
event
3. A network should have only one initial and one terminal node
4. Two or more activities in a project cannot be identified at the same
beginning and ending events. Dummy activities do not consume time
or resources
5. Looping is not permitted in a network
Dummy Activities: When two activities start at the same time, the head
events are joined by a dotted arrow. This is known as a dummy activity. It
becomes a critical activity when its earliest start time (ES) is same as its
latest finishing time (LF).
6.12.4 PERT
PERT was first used in 1957 as a method of planning and controlling the
Polaris missiles program by Booz, Allen and Hamilton together with United
States naval department. PERT describes basic network techniques which
include planning, monitoring, and the control of projects.
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PERT uses Activity on Arrow (AOA) representation and is a probabilistic
model. PERT is also called Arrow Diagram Method (ADM). It is a very useful
device for planning time and resources, and can be employed in places where
a project cannot be easily defined.
PERT Procedure
Step 1: Make a list of activities that make up the project, including the
pre–activity.
Step 3: Denote the Most Likely Time type by (tm) the Pessimistic type by
(tp) and Optimistic type by (to)
Step 4: Use beta distribution for the activity duration. The expected time
for each activity is computed by using the formula.
te = ( tp + 4tm + to ) / 6
Step 8: Using the value of tp& to compute the variance (O 2) for each activity.
(Var O2) = ( (tp – to ) /6 ) 2
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The activity time estimates for the above network using the PERT procedure
is:
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6.12.6 Project Crashing
Crashing is one of the techniques used for reducing the project duration.
Crashing the schedule means deploying additional resources to the critical
path activities to reduce the schedule duration. Adding resources can include
approving overtime, bringing additional resources or paying extra to
expedite the delivery of activities in the critical path.
Crashing will work only for activities, where adding extra resources will
shorten the duration. The project management team has to be cautious when
using the crashing technique, as crashing always increases the Cost / Risk.
For instance, let’s say one person is working on a ten–day activity on the
critical path. If you are really desperate to shorten this time frame, you
might add a second resource to this activity. In fact, the resource may not
have all the right skills and he might work five days just to reduce the
overall time by two days.
Problem
Consider the following project schedule network, which has seven activities.
The data pertaining to ‘crashing’ for the project is as listed in the table
below. Find the best crashing technique to reduce the time by 5 weeks
Solution
Find the critical path.
In the above network the critical path is the network path involving activities
1, 2, 4 and 7.
The duration of the project is 12+8+12+4 = 36 weeks.
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To crash the project duration, the duration of the activity in the critical
path is to be crashed taking into account the cost benefit trade–off. From
the given table we understand that crashing activity 1 is the best option,
which will cost $2,000 more and will result in 5 weeks reduction in the
project duration. The new network will be:
6.13 Simulation
Simulation has often been described as the process of creating the essence
of reality without ever actually attaining that reality itself. Simulation is
the next best thing to observing a real system in operation. It allows us to
collect pertinent information about the behavior of the system by executing
a computerized model. The collected data are then used to design the system.
It is a technique for estimating the measures of performance of the modeled
system.
• Practical Situations:
• Industrial problems, including the design of queuing systems,
communication networks, inventory control, and chemical
processes
• Business and economic problems, including consumer behavior,
price determination, economic forecasting, and total firm
operations
• Behavioral and social problems, including population dynamics,
environmental health effects, epidemiological studies, and group
behavior
• Biomedical systems, including fluid balance, electrolyte
distribution in the human body, blood cell proliferation, and brain
activities
• War strategies and tactics
Naylor has suggested that simulation analysis might be appropriate for the
following reasons:
• Simulation makes it possible to study and experiment with the
complex internal interactions of a given system whether it be a firm,
an industry, an economy, or some sub–system of one of them.
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• A detailed observation of the system being simulated may lead to
better understanding of the system and suggestions for improving it,
which otherwise would be unobtainable.
6.13.1 Advantages
• It is useful in solving problems where all values of the variables are
not known or partly known in advance and there is an easy way to
find these values
• The model of a system, once constructed, may be employed as often
as desired to analyze different situations
• Simulation methods are handy for analyzing a proposed system in
which information is sketchy at best
• The effect of using a model can be observed without actually using it
in the real situation
• Usually data for further analysis can be easily generated from a
simulation model
• Simulation methods are easier to apply than pure analytical methods
The non–technical executives can comprehend simulations better
6.13.2 Disadvantages
• Adequate knowledge of the parts of the system in no sense guarantees
adequate knowledge of the system behavior
• A simulation model is “run” rather than solved
• Simulation does not produce an optimum result. It provides a
satisfactory approach only
• Each simulation run is like a single experiment conducted under a
given set of conditions. A number of simulation runs are necessary,
as well as its time consuming procedures
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Step 4: Get a set of random numbers.
Step 6: Insert the simulated values so generated into the formula derived
from the chosen measure of effectiveness.
Step 7: Repeat step 5 and 6, until the sample is large enough for the
satisfaction of the decision maker.
Illustration
The Monte Carlo method can be illustrated as a game of battleship. First a
player makes some random shots. Next the player applies algorithms (i.e. a
battleship is four dots in the vertical or horizontal direction). Finally based
on the outcome of the random sampling and the algorithm the player can
determine the likely locations of the other player’s ships.
There is no single Monte Carlo method; instead, the term describes a large
and widely used class of approaches.
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• Count the number of objects in the circle, multiply by four, and divide
by the total number of objects in the square
• The proportion of objects within the circle vs. objects within the
square will approximate ð/4, which is the ratio of the circle’s area to
the square’s area, thus giving an approximation to ð.
First, we define a domain of inputs: in this case, it’s the square which
circumscribes our circle.
Note, also, two other common properties of Monte Carlo methods: the
computation’s reliance on good random numbers, and its slow convergence
to a better approximation as more data points are sampled.
If grains are purposefully dropped only into the center of the circle, for
example, they will not be uniformly distributed, and so our approximation
will be poor. An approximation will also be poor if only a few grains are
randomly dropped into the whole square. Thus, the approximation of ð will
become more accurate both as the grains are dropped more uniformly and
as more are dropped
To use the Monte Carlo analysis, instead of just one estimate of duration
for an activity, we create three. First, we estimate the most likely duration,
and then we estimate the worst case and the best case.
• Task B: will likely take six days (60 percent probability), but could
take as few as five days (20 percent probability) or as many as eight
days (20 percent probability).
• Task C: will probably take four days (80 percent probability), three
days (5 percent probability), or five days (15 percent probability).
Now, imagine that this simulation was run 1,000 times. By the time the
simulation was completed, we would expect around 700 simulations in which
task A took three days (70 percent). Likewise, there should be around 150
simulations where task C took five days (15 percent). Each time a simulation
is run, an end date is determined.
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The results
When the Monte Carlo analysis is complete, we do not have a single end
date. We have a probability curve showing expected outcomes and the
probability of achieving each one.
When we tell the stakeholders the due date by which the project will be
completed, we typically pick the duration that gives us a 90 percent chance
of success. In other words, we would say that, based on the Monte Carlo
simulation, we have a 90 percent chance of completion within X days.
Now, think about the projects that have hundreds, or thousands, of tasks.
The Monte Carlo analysis allows us to show the uncertainty associated with
the duration of these tasks.
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Chapter – 6 : PRACTICE QUESTIONS
1. The client has requested a three–week delay on the project while they
calibrate their test equipment. This delay wasn’t planned, but the equipment
had to be calibrated. The company is limited on available resources. This
delay will be best shown in what?
A. Responsibility assignments matrix
B. Network diagram
C. Budget
D. Work breakdown structure (WBS)
2. Raymond wants to give himself a few extra hours in his budgeted time for a
construction project to account for problems with weather or delays in
delivery. This is called
A. Padding
B. Risk acceptance
C. Contingency
D. Mitigation
3. A project manager has received estimate activity durations from his team.
Which of the following does he need in order to complete ‘Develop Schedule’?
A. Change requests
B. Schedule change control system
C. Recommended corrective actions
D. Reserves
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6. The critical path provides the project manager with information about:
A. Where extra resources should not be placed
B. What tasks the project manager needs to focus on while managing the
project
C. Where stakeholders need to be assigned to the project
D. The longest time the project will take
7. Your lead engineer estimates that a work package will most likely not require
50 weeks to complete. It could be completed in 40 weeks if everything goes
right, but it could take 180 weeks in the worst case. What is the PERT
estimate for the expected duration for the work package?
A. 65 weeks
B. 70 weeks
C. 75 weeks
D. 80 weeks
13. Which calendar will take into account project team member’s vacations?
A. Project calendar
B. Resource calendar
C. Project team calendar
D. Human resources management calendar
14. You are the project manager for your company. You use project management
software. Which one of the following best describes the purpose of project
management software?
A. It manages projects
B. It creates the project management plan
C. It predicts the project schedule
D. It provides quality control
15. You have just started a project for a manufacturer. Project team members
report they are 30 percent done with the project. You agree with their
completion status but do not change any of the progress in your report to the
customer. This is an example of which one of the following?
A. 50/50 rule
B. 0/100 rule
C. Percent Complete Rule
D. Poor project management
16. If your expected value is 110 and the standard deviation is 12, which of the
following is true?
A. There is approximately a 99 percent chance of completing this activity in
86 to 134 days
B. There is approximately a 68 percent chance of completing this activity in
98 to 122 days
C. There is approximately a 95 percent chance of completing this activity in
98 to 122 days
D. There is approximately a 75 percent chance of completing this activity in
86 to 134 days
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17. The Critical Path Method is a tool and technique of the Develop Schedule
process. All of the following statements are true regarding CPM Except
which one?
A. CPM determines a single early and late start date and a single early and
late finish date
B. CPM calculates expected value
C. CPM focuses on the calculation of float time
D. CPM shows the critical path or the path with the largest duration
18. You are in the Develop Schedule process and are going to use Monte Carlo
analysis to determine the feasibility of the project schedule under differing
adverse conditions. Which of the following tools and techniques are you using?
A. CPM
B. Critical chain method
C. Resource leveling
D. What–if scenario analysis
20. You have a project with the following activities: Activity A takes 40 hours
and can start after the project starts. Activity B takes 25 hours and should
happen after the project starts. Activity B takes 25 hours and should happen
after the project starts. Activity C must happen after activity A and takes 35
hours. Activity D must happen after activity B and C and takes 30 hours.
Activity E must take place after activity C and takes 10 hours. Activity F
takes place after Activity E and takes 22 hours. Activity F and D are the last
activities of the project. Which of the following is True if activity B actually
takes 37 hours?
A. The critical path is 67 hours
B. The critical path changes to Start, B, D, End
C. The critical path is Start A, C, E, F, End
D. The critical path increases by 12 hours
24. Estimate of a task are assessed as follows: Optimistic 10, most likely 12, and
pessimistic 15. What is the standard deviation of the task?
A. 5
B. 2
C. 0.8
D. 0.5
25. Cross Air Custom Homes is building a customer’s dream house. However,
rain has delayed the finish by two weeks. The Project Manager evaluates the
schedule and determines that the electrical and plumbing work could occur
at the same time instead of right after each other, as laid out in the schedule.
This is an example of what?
A. Mandatory dependencies
B. Crashing
C. Lag
D. Fast tracking
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217
219
The ability to deliver projects on time and on budget is the basis of good
project management.
The objective of this lesson is to make the project manager understand the
basics of cost management, how to estimate and budget project activities
and control the spending throughout the life cycle of the project by employing
the right tools and techniques.
Key Terms
Actual Cost
Total cost actually incurred in accomplishing a work or scheduled activity.
Budget
The approved estimate of cost for the project or a WBS component or any
schedule activity.
Cost
The monetary value of an activity or component.
Contingency Reserve
Contingency Reserves are the funds allocated to handle unplanned but
potentially required changes arising out of identified risk in the risk register.
The project manager has control over the fund.
EVM
Earned Value Management (EVM) is a management methodology for
integrating scope, schedule and cost for objectively measuring project
performance and progress.
Management Reserve
Management reserves are the funds allocated for mitigating risk arising
out of unplanned changes to project scope and cost. The project manager
may require approval for utilizing this management reserve.
Reserve
A provision in the project management plan to mitigate risk associated with
cost and schedule. Examples: Management reserve and contingency reserve.
‘S’ curve
‘S’ curve is a Graphic display of cumulative cost of the project. The name is
derived from the ‘S’ like shape of the curve.
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7.0 Managing Project Cost
Managing project cost brings with it proper planning of effort by the project
management team in preparing a cost management plan. The cost
management plan sets out the format and establishes the criteria for
planning, estimating, budgeting and controlling the project costs.
The project management team has to identify and select appropriate cost
management processes and the required tools and techniques to estimate,
budget and monitor and control the project cost. This has to be identified in
a clear and concise manner in the project cost management plan.
Project Charter
• Is the formal document authorizing the project
• It will contain the high level project and product requirements
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Enterprise Environmental Factor
• Market conditions vis–à–vis the products/services applicable for the
region and at the global market place
• Currency Exchange Rates that may influence project budgeting
• Published commercial information on resource costs, skill
availability, product pricing across competitors, standard costs for
materials and machinery
Expert Judgment
• Getting the opinion of an expert on a particular field.
• Will be useful to understand
• The level of tailoring that will be required to project process?
• To develop and include technical and management details in the
project management plan
• To decide on the resource and skill level required to perform a
project task/activity
• To decide the level of configuration management that will be
required for this project
Analytical Techniques
• Choosing strategic options to fund the project
• Self–funding, funding with equity or funding with debt
• Organizational policies and procedures may influence the financial
techniques that are being employed for decision making process.
Example: pay back period, ROI, internal rate of return
Meetings
• Project team may attend project meetings to develop the cost
management plan
• Attendees at these meetings may include:
• Project Manager
• Project Sponsor
• Selected project team members
• Selected stakeholders
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A typical project cost management plan should address the
following:
• Process Description
The cost management plan has to clearly document the cost
management processes, namely Estimate Costs, Determine Budget
and Control Costs, that are employed in the project.
• Level of Accuracy
What is the level of accuracy that the cost estimates have to adhere
to, i.e., rounding of the estimates to a prescribed precision (e.g., $100
or $1000)? This depends on the scope of the activity and the magnitude
of the project.
• Units of Measure
The units to be used in the measurement such as staff hours, staff
days, weeks or lump sum are to be defined clearly for each resource
category.
• Organizational Control Account
The project cost management plan should link each WBS component
to a control account in the financial system.
• Control Thresholds
Variance threshold for monitoring cost & schedule performance should
be defined with in which the project should perform. Any variations
beyond the threshold values will call for actions to bring back the
variance under control.
• Rules for Performance Measurement
The project cost management plan has to document the rules with
respect to the Earned Value Management for performance
measurements. The plan has to specify:
• The points of WBS, where the control accounts will be performed
• The proposed earned value management technique that is going
to be employed
• The computation equations for determining the projected estimate
at completion
• Reporting Formats
The plan should specify the reporting formats that the project
management team is planning to use for reporting and also the
frequency of reporting
The cost estimates are prepared for the activities, considering the
alternative costing for initiation through completion of the project, risk vs.
cost trade–offs, make vs. buy analysis, buy vs. lease analysis and possibilities
of resource sharing to arrive at optimal cost estimates.
Costs are estimated for the resources needed for the project such as labor,
material, machines, equipment, services and facilities. A cost estimate for
an activity is the aggregation of the cost of resources required to complete
an activity. The cost estimates are generally expressed in units of some
currency such as dollars, pounds, euro, rupees etc. In some instances it will
be referred to in terms of staff hours or staff days to facilitate comparison
to offset currency fluctuations.
The initial project cost estimate may be a rough estimate and will get refined
during the course of the project’s progress as additional details become
available. The project cost estimate at the initiation stage by a Rough Order
of Magnitude (ROM) estimates in the range of –25% to + 75%. It can narrow
down to –5% to +10% as the project progresses and more information
becomes available.
When estimating the cost, the project management team has to decide on
whether the project estimate will include only the direct cost or both direct
and indirect costs. Few indirect costs which cannot be traced to a single
project and it will be common to many projects. This will be apportioned
across all projects as per the organizational accounting procedures.
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Fig. 7.2: Estimate Costs – ITTO
• WBS dictionary
Refer to section 5.4.3 – Create WBS – Outputs
Project Schedule
The project management team can refer to the project schedule, which
includes information on when project activities are to be executed. This
provides vital input in estimating the cost of the activity.
Risk Register
The risk register is one of the critical inputs the project management team
has to refer to, while estimating the project cost. The risk register and its
impact on the project cost and schedule and the cost associated with
mitigating the risk are to be considered while estimating project cost.
• Market conditions are the ones that describe what product, services
and results are available in the market and under what classifications
the terms and conditions are available. This information provides a
vital input to the estimate cost process
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some of the organizational process assets that influence the Estimate Costs
process.
Expert Judgment
Expert judgment supported with historical information provides a valuable
insight for the project management team in deciding the numerous costing
variables such as labor rates, material costs, inflation factors, risk factors
and other variables. Expert judgment can also help in deciding how to
combine various cost estimating methods and how to reconcile the
differences.
Analogous Estimating
Analogous estimating uses cost estimating parameters/ data from the
previous projects, in estimating the project cost. These parameters may
include scope, cost, budget, duration or measures such as size, weight or
complexity. The analogous estimating completely relies on the information
of actual cost spent on similar projects in the past. This approach is a gross
value estimating approach and adjustments are made to accommodate
known differences in project complexity.
Parametric Estimating
Parametric estimating uses data from historic information and estimates
the cost of an activity using statistical relationship. For example from the
historic data, cost per sq. ft of construction is taken for estimating the cost
of construction of X sq. ft in the present project. This technique can produce
higher accuracy in estimation than the analogous estimation, depending
upon the accuracy of the data and model used in the estimation. It can be
applied for estimating the cost of the total project or parts of the project.
Bottom–Up Estimating
In Bottom–up estimating the cost of individual work packages or activities
are calculated individually with specific details. These costs are then rolled
up or summarized to arrive at the estimated cost of a higher level for
subsequent reporting and tracking. The bottom–up estimating produces
higher accurate estimates and is influenced by the size and complexity of
the individual work packages or activities.
Reserve Analysis
Reserve analysis is done to include allowances for uncertainty, called
contingency reserves or contingency allowances. The contingency reserve
can be calculated as a fixed percentage of the estimated cost or a fixed
amount, or it can also be arrived at by using some quantitative techniques.
Cost of Quality
The trade–off between the cost involved in project quality management
activities and the benefit arising out of it has to be considered in estimating
the project cost.
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Vendor Bid Analysis
Whenever a project is awarded as a contract to any vendor, qualified through
a competitive bidding process, additional cost estimating may be required
by the project team to support the final total project cost.
Basis of Estimates
These are the supporting documents to provide clear and complete
understanding of the rationale behind the cost estimates and how it is
arrived. Some of the basic documents are:
• Documents detailing the basis used in estimation
• Documents of all assumptions made
• Documents of known constraints
• Possible estimate range to indicate that the particular item may cost
between a range of values
• Indication of the confidence level in the final estimates
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7.3 Determine Budget
In this process the project management team aggregates the estimated cost
of individual activities or work packages and establishes an authorized cost
baseline for the project. The Cost Baseline (project budget) represents the
authorized funds to execute the project and this does not include the
Management Reserve.
The performance of the project with respect to cost will be measured against
this baseline (authorized budget).
Cost Management
Refer to section 7.1.3 – Plan Cost Managements – Outputs
Scope Baseline
Project Scope Statement
Any funding constraints or spending limitations within a period either
mandated by the organization or by the contract or by government agencies
will be reflected as a constraint in the project scope statement. The project
management team will refer to those constraints.
WBS Dictionary
Refer to section 5.4.3 – Create WBS – Outputs
Basis of Estimates
Refer to section 7.2.3 – Estimate Costs – Outputs
Project Schedule
Refer to section 6.6.3 – Develop Schedule – Outputs
Resource Calendar
Resource calendar will have detailed information about resource allocation
to a project and duration of assignment. The project management team can
use this information to indicate the resource cost over the life cycle of the
project.
Risk Register
Refer to section 11.5.3 – Identify Risk – Outputs
Agreements
The cost information relating to products, services, or results that are
procured from outside the performing organization are available in the
agreements. This information is used for determining the budget.
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7.3.2 Determine Budget – Tools & Techniques
Cost Aggregation
Cost aggregation is nothing but the exercise of summing up the lower level
costs to arrive at the cost at a higher level. In a project the costs are
aggregated at the work package level in line with the WBS. The work
package costs are aggregated to arrive at the higher component level of
WBS (Control accounts) and ultimately aggregated to get the total budget
of the entire project.
Reserve Analysis
Budget Reserve analysis is done to include contingency reserves and
management reserves. The Contingency Reserves are the funds allocated
to handle unplanned but potentially required changes arising out of
identified risk in the risk register. The project manager has the authority
in utilizing the Contingency Reserve.
The Management Reserves are the funds allocated to handle any situation
arising out of unplanned changes to the project scope and cost. The project
manager may require approval for utilizing this reserve.
The reserves do not form a part of the project cost baseline and are not
considered for Project Earned Value Analysis.
Expert Judgment
The Project Management team can take the expert opinion provided by a
group or person, with relevant expertise in an application area, knowledge
area or industry, to help determine the budget.
The expert can be from within the project or from other projects or units
within the performing organization; they can either be a consultant, or a
stakeholder within the performing organization, customer or personnel from
professional or technical association.
Historical Relationships
Historical relationship of project parameters is used in analogous estimates
or parametric estimates to develop a mathematical model to estimate the
project budget. Such a model can be a simple or a complex one.
Cost Baseline
As part of the estimate budget process, the project management team creates
an authorized summation of the budget against the time period called cost
performance baseline. It is an authorized time phased Budget At Completion
(BAC), which is used in earned value analysis to monitor and control project
cost performance.
The cost performance baseline will be displayed in the form of an ‘S’ curve
as shown in the figure below. In earned value management this is referred
to as Performance Measurement Baseline (PMB).
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Project Funding Requirement
The periodic funding requirement can be calculated using the cost baseline
curve. The cost baseline will include the projected expenditure plus
liabilities. Funding requirement often occurs in incremental steps over a
period of time and is continuous.
Project cost control looks for causes of positive and negative variance that
includes but not limited to:
• Looking into the influencing factors that contribute to changes to
the cost baseline
• Ensuring that all change requests are acted upon in a timely manner
• Managing the changes as and when they occur
• Ensuring that the expenditure does not exceed the authorized funding
by time period and for the total project
• Monitoring cost performance to isolate and understand variances with
respect to the approved baseline
• Monitoring the work accomplished against the funds expended
• Preventing unapproved changes with respect to cost and resource
usage
• Providing information to the relevant stakeholder about all approved
changes and the associated impact on the cost
• Keeping the expected cost overruns within acceptable limits looking
into the influencing factors that contribute to changes to the cost
baseline
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7.4.2 Control Cost – Tools & Techniques
Forecasting
Refer to section 7.7 – Earned Value Management
Performance Reviews
Performance reviews compare the cost performance over a period of time
against the baseline, reviewing over running or under running of budget
and estimated funds needed to complete the project. In performance reviews
the following information is determined:
Variance Analysis
The project management team compares the actual performance of the
project to the planned or expected performance. This is often done for cost
and schedule analysis. Variance analysis compares the actual cost
performance measurement (CV, CPI) to the original baseline to arrive at
the difference if any. This also includes determining the degree of the
variance to the cost baseline and the root cause for the variance. Then the
project team decides if any corrective and preventive actions are required
to keep the variance under control.
Trend Analysis
The project performance information over a period of time is analyzed and
used to determine whether the performance is improving or deteriorating.
Graphical analysis tools are used to analyze past performance and to forecast
future trends.
Reserve Analysis
Refer to section 7.3.2 – Determine Budger – T & T
Cost Forecasts
Budget forecasts are the calculated EAC value or a bottom–up EAC value.
This is documented and communicated to all relevant stakeholders.
Change Requests
The project performance analysis may result in requesting some changes
by the project management team to cost performance baseline or to some
components of the project management plan. The change request may
include corrective or preventive actions. These change requests are
processed through the integrated change control process of the project.
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Organizational Process Assets Updates
Organizational process assets that may get updated are:
• Causes of variance
• Corrective action chosen and the reasons
• Lessons learned from the project cost control
7.5 Summary
The Project Cost management is concerned about estimating the required
cost of the project activities, creating a cost baseline using that estimate,
monitoring and controlling the spending and creating an appropriate
response plan in case of variations from the baseline. The processes in this
knowledge area provide the project manager an effective framework to
manage the project cost effectively and efficiently.
In the late 1980s and early 1990s, EVM emerged as a project management
methodology to be understood and used by managers and executives, not
just EVM specialists.
As per ANSI EIA 748–A, there are 32 criteria which form the EVM system.
They are grouped under the following categories:
1. Organization criteria
2. Planning, Scheduling and Budgeting criteria
3. Accounting criteria
4. Analysis criteria
5. Revision criteria
EVM determines how much of a project has been completed at specific points
in time, known as milestones.
Using EVM, senior management can tell early in the life of a project whether
it is likely to meet its targets. Management can then decide whether to
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abandon the project early on, before a huge amount of money has been spent.
For the project manager, he knows how the project is performing at any
given time.
Key Terms
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7.7 Understanding EVM
Assume you are working on a project involved in constructing a fence around
a four–sided field. You have estimated that the project would cost you USD
4000 and the time required to complete the project is 4 weeks.
The budget forecast and the project schedule of the project are given below;
The cost spent (AC) = the cost planned (PV), it appears that we are spending
as per plan and the project status looks healthy.
Using EVM
There is a negative variance between value earned and the cost spent, which
indicates a cost overrun and an early sign indicating that the project may
cost more than what is budgeted.
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A CPI value of less than one indicates that we are spending more than the
work performed and the project may cost more than what is budgeted. The
project team needs to investigate and recommend appropriate corrective
action to bring back the schedule on track.
There is a negative variance between the earned value and the planned
value, which indicates a schedule lag, giving an early sign that the project
will take more time than what is planned.
A SPI value of less than one indicates that we are lagging behind the schedule
and the project may take more time than what we planned. The project
team needs to investigate and recommend appropriate corrective action to
bring the schedule back on track.
Scenario – 2
Now assume that you are at the end of week 2 and you are reviewing your
project’s progress for the work package scheduled for week 2.
You collected the data on the work accomplished and find that 100% of the
planned work is completed,
Using EVM
There is a negative variance between value earned and the cost spent, which
indicates a cost overrun and an early sign indicating that the project may
cost more than what is budgeted.
The Schedule Variance (SV) = EV – PV
= 1000 – 1000
=0
There is a no variance between the earned value and the planned value,
which indicates the task 2 is completed as per schedule.
A CPI value of less than one indicates that we are spending more than the
worth of work performed and the project may cost more than what is
budgeted. The project team needs to investigate and recommend appropriate
corrective action to bring the schedule back on track.
A SPI value of 1 indicates that we are on schedule and the project will be
completed as planned.
Scenario – 3
Now assume that you are at the end of week 3 and you are reviewing your
project’s progress for the work package scheduled for week 3
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You collected the data on the work accomplished and find that 80% of the
planned work is completed,
Using EVM
There is a positive variance between value earned and the cost spent, which
indicates a cost under run indicating that the project may cost less than
what is budgeted.
A CPI value of greater than one indicates that we are spending less than
what we have planned and the project may cost less than what is budgeted.
A SPI value of less than one indicates that we are behind schedule and the
project will take a longer time to complete.
In this case, as the Cost Performance Index is greater than one, indicating
that we are spending less, the project team can consider crashing techniques
to bring the schedule on track.
To calculate the ETC for the remaining work using bottom up estimating,
based on the actual cost incurred for the work completed, may be
problematic.
EVM helps the project team to calculate and forecast the EAC and ETC
based on the actual data, CPI and SPI.
Using EVM, the EAC can be forecast using three different methods
EAC forecast for ETC work Considering both SPI and CPI
• This method assumes that ETC work will be performed at the present
efficiency rate and considers both the cost and schedule performance
indices
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• The equation for calculating EAC using this method is
EAC = AC+ {(BAC–EV) / (cumulative CPI x cumulative SPI)}
As the project manager of this project, you want to forecast how much the
total cost for this project on completion (EAC) would be, by using the three
methods.
Therefore the project would cost USD 4200 at completion, if the remaining
work is completed as per the budgeted cost.
Therefore the project would cost USD 5000 at completion, if the remaining
work is completed with the present cost performance efficiency.
3. EAC forecast for ETC work considering both SPI and CPI factors
EAC = AC+ {(BAC–EV) / (cumulative CPI x cumulative SPI)}
= 1000+ {(4000–800) / (0.8 x 0.8)}
= 1000+ {3200/0.64}
= 1000+5000 = 6000
Now we will calculate TCPI for scenario 1 using BAC and EAC forecast for
ETC work performed at the present CPI.
Therefore the project management team has to ensure that the remaining
work is to be performed with a TCPI of 1.06 to remain within the approved
budget of USD 4000.
2 TCPI using EAC forecast for ETC work performed at the present
CPI
TCPI = (BAC–EV) / (EAC–AC)
= (4000–800) / (5000–1000)
= 3200 / 4000
= 0.8
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Therefore the project management team has to ensure that the remaining
work is to be performed with a TCPI of 0.8 to remain within the new revised
cost performance goal of USD 5000.
7.10 Summary
Earned value management is an important tool in the management of
projects. EVM helps the project team to provide a reliable and accurate
forecast to questions such as how long will the project take to complete and
how much money will it cost to complete?
The project employing earned value needs to monitor their cost and schedule
performance results against the approved baseline and calculate the
variance with respect to the baseline. A negative cost means that the project
is spending more than what has been budgeted and a negative schedule
variance means the project is lagging behind on the timeline. The project
management team has to take appropriate action to bring the project on
track.
In this lesson we learnt how to calculate the cost variance (CV), schedule
variance (SV), cost performance index (CPI), schedule performance index
(SPI) and how to forecast the estimate at completion (EAC), estimate to
complete (ETC) and to complete performance Index (TCPI).
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5. All of the following are outputs of estimate cost except?
A. A description of the scope of work whose costs have been estimated
B. The prevention of inappropriate changes from being included in the cost
baseline
C. An indication of the range of possible costs for the project
D. Documentation of any assumptions made during cost estimation
6. You are the project manager for a consulting company. Your company has
two possible projects to manage, but they can only choose one. Project MNC
is worth $217,000, while Project GMS is worth $229,000. Management elects
to choose Project GMS. Which one of the following can be considered as the
opportunity cost of this choice?
A. $12,000
B. $217,000
C. $229,000
D. Zero, as project MNC is worth more than Project GMS
7. Of the following estimates, which most accurately reflects the actual cost of
the project?
A. Bottom up estimates
B. Order of magnitude estimates
C. Preliminary estimates
D. Conceptual estimates
8. You are the project manager for the hardware inventory project. You have a
piece of equipment that was purchased recently for $10,000 and is expected
to last five years in production. At the end of five years, the expected worth
of the equipment is $1,000. Using straight–line depreciation, what is the
amount that can be written off each year?
A. Zero
B. $1,000
C. $1,800
D. $2,000
11. Project Manager is creating an estimate for building a company WAN (wide
area network). It is something that is new to the Project Manager and his
team, and they want to make sure that all the work of the project is covered.
They decide to create a bottom–up estimate. All of the following are
advantages of this type of estimate except:
A. It provides supporting detail of the estimate
B. It provides team buy–in when they help create it
C. It takes a great amount of the time to create
D. It has a greater degree of accuracy because of the detail at which it was
created
12. All of the following are inputs to the Determine budget process except?
A. Activity cost estimates
B. Scope baseline
C. Project schedule
D. Procure management plan
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13. You are working on a project that will upgrade the phone system in our
customer service center. You have used bottom–up estimating techniques to
assign costs to the project activities and have determined the cost baseline.
Which of the following is true?
A. You have completed the Estimate Costs process and now need to complete
the Determine Budget process to determine the project’s baseline
B. You have competed the Develop Project Management Plan process and
established a project baseline to measure future project performance
C. You have completed the Estimate Costs process and now need to complete
the Develop Project Management Plan process to establish a project
baseline to measure future project performance
D. You have completed the Determine Budget process, and the cost baseline
will be used to measure future project performance
15. All of the following are tools and techniques for Estimate Cost process except?
A. Parametric estimating
B. Bottom–up estimating
C. Earned value management
D. Analogous estimating
19. You’ve been hired by a large consulting firm to evaluate a software project
for them. You have access to the CPI and EV for the project, but not the AC.
The CPI is 0.92, and the EV is $172,500. How much money has actually been
spent on the project?
A. $158,700
B. $172,500
C. 187,500
D. There is not enough information to calculate the actual cost
20. You know that BAC = 375, AC = 200 and EV = 250. Variables that have
occurred on the project to date are not expected to continue. What is the
ETC?
A. 75
B. 50
C. 125
D. 150
21. Which performance measurement tells us the budget required to finish the
project?
A. ETC
B. EV
C. AC
D. EAC
22. If EVc=145, PV=162, ACc=138, BAC=200, what is EAC when you expect
project performance to continue with the same type of variance that you’ve
experienced to date?
A. 201
B. 190.4
C. 200
D. 193
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23. If EV is US $300,000, AC is US $350,000, and PV is US $375,000, what does
the schedule performance index indicate?
A. You are only progressing at 86% of the rate originally planned
B. You are progressing at 125% of the rate originally planned
C. You are progressing at 116% of the rate originally planned
D. You are only progressing at 80% of the rate originally planned
24. You are manager for community Trends, a nonprofit organization. Your
project has come about due to a social need. You’re calculating performance
measurements, and you know the following information: BAC=900, ETC=65,
PV=500, EV=475, and AC=425. Which of the following statements is true?
A. This project is ahead of schedule and costs are higher than planned
B. This project is behind schedule and costs are higher than planned
C. This project is behind schedule and costs are lower than planned
D. This project is ahead of schedule and costs are lower than planned
25. You know that PV=470, AC=430, EAC=200 and BAC=525. What is VAC?
A. 80
B. 40
C. 325
D. 275
“Conformance to requirements.”
– Philip B. Crosby
“Uniformity around a target value” & “the loss a product imposes on society
after it is shipped.”
– Genichi Taguchi
“Quality in a product or service is not what the supplier puts in. It is what
the customer gets out and is willing to pay for.”
– Peter Drucker
“A subjective term, for which, each person has their own definition. In
technical usage, quality can have two meanings:
a. the characteristics of a product or service that bear on its ability to
satisfy stated or implied needs;
b. a product or service free of deficiencies.”
– ASQ
Detailed explanation for each of the process areas are covered in the
subsequent paragraphs.
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Customer Satisfaction and Focus
Project must produce what is expected – “Fitness for Purpose”
Customer is the key for the success of a business/ project. Identify the
customers and understand their stated and implied needs. Transform their
needs into workable solutions. Design, develop and deliver product/ service/
solutions that fulfill their needs.
People Involvement
Employees at all levels should be involved in the quality management
process. Teamwork enables organization to realize business goals with ease
and creates a conducive work place environment. Good teams feel
comfortable discussing ideas/problems/challenges proactively to find a
solution.
Statistical Approach
Data and metric driven decision making must be the basis for an effective
quality management initiative. The statistical approach to problem solving,
helps in analyzing issues, taking appropriate actions (thereby reducing costs)
and preventing non–conformance. Projects should identify the “vital few”
metrics aligned to customer and performing organization’s goals and
objectives using techniques like Goal/Question/Metrics/Process framework.
Organizational process performance baseline and voice of customer
(customer specifications) forms the basis for statistical approach.
Continuous Improvement
A continual improvement process, also often called a continuous
improvement process (abbreviated as CIP or CI), is an ongoing effort to
improve products, services, or processes. These efforts can seek
“incremental” improvement over time or “breakthrough” improvement all
at once.
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PDCA cycle
The Walter Shewhart cycle or Deming wheel or the PDCA cycle (Plan, Do,
Check, Act), is a proven method for continuous process improvement. It
also forms the basic foundation for the project management processes.
If the experiment was not successful, skip the Act stage and go back to the
Plan stage to come up with some new ideas for addressing the improvement
objective and go through the cycle again.
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Cost of Quality
The cost of quality refers to three major cost components associated with
the quality cost namely, Prevention cost, Appraisal cost and Failure cost.
Appraisal Cost
These are the costs associated with, inspection activity to verify goodness
of the work products. These costs include cost of incoming inspection, cost
of in–process inspection, cost of final inspection, cost of inspection & testing
equipment and cost of resources involved in appraisal activity.
Prevention Cost
These are the costs associated with the activities to keep the failure and
appraisal cost to a minimum. These costs include cost of quality planning,
cost of product review & redesigning, cost of process control, cost of supplier
evaluation and cost of training.
Failure Costs
Failure costs are the costs associated with producing nonconforming
products. It can be further classified into two i.e. cost involved in internal
failures and external failures that arise out of a nonconforming product.
Internal Failure Cost : These are the costs associated with producing
defective products. In other words the cost of scrap, cost of rework,
cost of 100% inspection & testing and cost of re–inspection after
External Failure Cost : These are the costs associated with shipping
a defective product to customers. These are the costs that include
compliant costs, warranty costs and liability costs. The external
failure cost can be eliminated by producing and shipping defect–free
products.
The sum of the three cost components gives the total Cost of Quality.
The following figure shows the relationship between the cost
components.
Flow Charts
It is a graphical representation of a process. It gives the reader a clear
understanding of the input, output and process steps to be performed in a
sequential order for a given process. Flow charts show the relationship
between various process elements, which helps in identifying critical process
areas where problems can occur.
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Check Sheets
Also called: defect concentration diagram. A check sheet is a structured,
prepared form for collecting and analyzing data. This is a generic tool that
can be adapted for a wide variety of purposes.
Histogram
It is a graphical tool for grouping of data showing the distribution of
variables. Each bar in the histogram represents a character/ problem and
Scatter Diagram
It is a tool to identify the correlation/association between a cause and an
effect. A series of measurements are taken and plotted against each other
to see whether there is any association between them.
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Following is an example of a scatter diagram:
Run Chart
It is a graphical representation of the product or process measurement over
a period of time. The specific measurements are collected over
predetermined intervals and plotted on a time scale. The run chart helps
in understanding the trend in process/ product characteristic over a period
of time.
Control Charts
This is similar to a run chart and is used to monitor the performance of a
process. Control charts are often used as part of process control systems.
They were developed by W. A. Shewhart in 1924 while working for Bell
Telephone Laboratories.
Control charts tell you how the process is performing and helps in
determining whether a process is in control or out of control. The process
performance / results are measured over a period of time and plotted in a
graph. The changes in process behavior will be indicated by abnormal points
on the graph.
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Fig. 8.9: Control Charts
Control limits
Usually the control limits are set at ± 3 sigma (i.e. standard deviation) of
the process. Any variation in the process performance within the upper
control limit and lower control limit will be due to common cause variation
and the process is said to be in statistical control. The process does not
require correction.
Tolerance limits or specification limits are not the same as control limits.
Generally, the control limits will be within the tolerance or specification
limits. In other words specification limits should not be stringent than
control limits for a capable process.
Variations due to special causes will fall outside of either the upper control
limit or the lower control limit. Any seven consecutive observations which
fall on one side of the mean (center–line) are due to special cause variation.
This is known as the Rule of Seven.
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Pareto Chart
It is a form of bar chart, used as a prioritizing tool to identify the few vital
problems, issues or defects the project team have to focus on. It is based on
the 80/20 rule (law of the vital few) conceptualized by the Italian economist
Vilfredo Pareto, which says 80 percent of the problems are attributable to
20 percent of the causes. In Pareto charts, each bar represents a character/
problem and the height of the bar indicates the relative frequency. The
chart shown below is a Pareto chart showing a defect analysis in a software
application.
Cause–and–Effect Diagram
This is a structured brainstorming tool and is also called a fish–bone diagram
or Ishikawa diagram or 5 Why method. This is useful in organizing
brainstorming ideas about the potential causes of a problem under major
causal areas, such as
• People
• Process
• Machine
• Material
• Environment
• Measurement systems
• Time
• Energy
The project manager and his team can use these tools to define the quality
requirements and develop an effective Quality Management Plan.
Benchmarking
It is the process of comparing one organization’s practices and performance
against those of others. It seeks to identify standards, or “best practices,”
to apply in measuring and improving performance.
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Design of Experiments
This is a statistical method by which the factors influencing the output of a
process or product can be optimized. It is a planned set of tests on the
variable with one or more inputs. It allows changing of all the important
factors or inputs at a time and conducting experiments. The results of the
experiment are then analyzed to identify the influencing factors and arrive
at the optimum value of each factor.
Statistical Sampling
During quality planning, the project team has to decide the sampling size
and frequency it is going to employ for control quality activities like
inspection and testing. Proper designing of sampling size requires the study
of actual level of quality required by the customer or user.
Once you have carried out an analysis, you can decide whether your project
is viable or not. Force Field Analysis can help you to work out how to
improve its probability of success by:
or
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Fig. 8.14: Force Field Analysis
Affinity Diagram
It is a tool used to group complex and apparently unrelated data into natural
and meaningful categories. It allows teams to quickly collect and organize
hundreds of ideas and then organize/summarize them under meaningful
heads.
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Interrelationship Digraphs (ID)
• An interrelationship digraph is a visual display that maps out the
cause and effect links among complex, multivariable problems or
desired outcomes
• Another type of cause–and–effect diagram is an inter–relationship
digraph (di is short for directional). This type of diagram adds a layer
of complexity, but helps identify problems that, when addressed
properly, provide the greatest benefits
Problem Statement
High no–show rates. The basic steps for arriving at interrelationship digraph
are as follows:
2. Identify cause and effect, and draw directional arrows. For example,
too much paperwork (node G) leads to an overworked staff (node D),
and consequently an unfriendly environment for clients and staff
(node A). There may be cases when arrows point both ways, which
typically indicates a vicious cycle. Again, if the problem is too complex,
break up the diagram into manageable parts.
3. Count the number of arrows coming into and going out of each node.
These counts determine:
Focusing on the root causes (in this case, nodes C and G) provides the
greatest benefits as they help resolve other problems. Measuring and
monitoring the key indicators (such as node F) provide clues on overall
system performance.
Tree Diagram
It is a hierarchical map that shows a project or process broken down into
increasing levels of detail. It starts with the main objective or top–level
view and successively branches out into smaller and smaller components,
showing the relationships involved in greater detail. It is called Systematic
Diagram, Tree Analysis, Analytical Tree, Hierarchy Diagram. It looks like
a tree, with trunk and multiple branches.
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Fig. 8.18: Tree Diagram
Prioritization Matrix
This helps rank order alternatives vis–à–vis a set of criteria using a weighted
average method for decision making. The options are typically solutions
for a given project or business scenario. It is also a useful technique to
achieve consensus about an issue. The matrix helps rank ordering problems
or issues (usually generated through brainstorming) using a set of criterion
that are important for decision making (often refereed as business levers).
The weighted scores enables in identifying the most important items.
Matrix Diagrams
A powerful quality management tool, which seeks to establish a correlation
between a set of parameters defined in two dimensional matrix (eg: Project
Goals or KPI Vs Business Levers)
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8.0.6 Relation between New Seven C. Q. Tools & Basic Seven Tools
Project Quality Management involves the development and implementation
of a clear and concise quality plan with focus on customer / stakeholder
satisfaction, prevention of defective occurrences and continuous
improvement. The plan choice must address the policies & procedures,
methodologies, metrics, the choice of resources, the tools and techniques
and the costs associated in infusing quality into the project.
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984
Fig. 8.22: Relation between New Seven C. Q. Tools & Basic Seven Tools
Control Quality
Control quality refers to the process of monitoring and recording of results
to assess project/process performance to take corrective/preventive actions
(if required).
Grade
Grade is the classification of products based on its features / characteristics.
Low grade does not necessarily mean low quality product, but it will have
less features compared to a high grade product of the same nature. Quality
and grade are not the same. It is the responsibility of the project team
members to choose the right grade of raw materials / resources to meet the
customer specifications / requirements.
Inspection
It is an activity to check the work products to ensure conformance to
standards, requirements and specifications as per customer requirements.
The results of inspections generally include measurements. It applies to
all work products (internal and external) across the entire project lifecycle.
Quality Planning
Quality planning is the process of developing plans to ensure that a product/
service will satisfy its stated objectives and business needs. It involves
identifying quality standards, performing an analysis in order to determine
how to satisfy those standards, and creating a quality management plan.
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Quality Assurance
The term quality assurance and control quality are often used in the same
context to refer to activities performed for ensuring quality of a product/
service. However, these two terms have different meanings.
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• Cost performance baseline (refer to 7.3.3 Determine Budget – Output)
contains approved budget (including reserves). This forms the basis
for identifying analysis triggers and threshold for project performance
management for cost related performance indicators (EV, CPI, and
CV).
Other subsidiary plans also contain inputs that may be relevant to the
project depending on the type and size of the projects.
Stakeholder Register
The Stakeholder Register contains information about the identified project
stakeholders. The stakeholder needs and expectations with respect to
quality should be identified and taken into account while identifying the
quality requirements. The project manager must ensure effective
stakeholder participation while developing the quality plan.
Risk Register
The Risk Register is one of the key inputs a project manager has to refer to
when preparing the quality plan as it has a significant impact on the project
quality requirements. All knowledge areas have a contribution to risk
depending on the nature, size and type of the project.
Requirements Documentation
The requirements collected during the requirement gathering phase are
clearly documented. This can be a simple document listing all the
requirements or a detailed one containing all the descriptions and
attachments. In some complex projects, the requirement document may
contain very high level information about the project or product
requirements and will be detailed in the course of the project progress,
called progressive elaboration. The documented requirements must be
quantifiable, testable and acceptable to all stakeholders.
• Business need
• Business and project objective
• Functional requirements
• Non–functional requirements
• Quality requirements and acceptance criteria
• Support and training requirements
• Requirements assumptions and constraints
• Business rules of the organization
• Impact to the entities both inside and outside the performing
organization.
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8.1.2 Plan Quality Management – Tools & Techniques
Cost of Quality
A balanced approach to the cost of prevention vs. cost of nonconformance
should be considered while planning for the quality activities and
corresponding resources required for the project.
The above relationship depicts how each of the seven basic quality tools are
mutually related and help project teams throughout the project life cycle.
“As much as 95% of quality related problems in the factory can be solved
with seven fundamental quantitative tools.” – Kaoru Ishikawa
Benchmarking
Refer to section 8.0.4 – Additional Quality Planning Tool
Design of Experiments
This is an important tool in determining the variables that will influence
quality and help in optimizing those variables.
Statistical Sampling
Refer to section 8.0.4 – Additional Quality Planning Tool
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Meetings
This is a formal forum where all relevant stakeholders get together to
identify the most appropriate quality tools and techniques that are
applicable for the project and the scenarios in which those will be applied
to understand the project outcome vis–à–vis project stated objectives. During
this meeting, process tailoring and process improvement plan requirements
for the project, will be reviewed to ensure that appropriate levels of process
are included and non–value added activities are identified and addressed
appropriately.
Quality Metrics
Quality metrics clearly describes the operational definition of process or
product attributes in specific terms and how these metrics will be measured
and monitored. Typically the metrics should include “Voice Of Client (VoC),
Voice Of Management (VoM) and Voice of Processes (VoP).
Some of the quality metrics include, but are not limited to:
• Schedule variance
• Cost variance
• Effort variance
• Defect rate
• Defect frequency
• Defect density
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Developing a Quality Management Plan (Guideline)
The following guidelines will help you create an appropriate quality
management plan:
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Process Improvement Plan
This plan contains the framework adopted for the project’s process
improvement initiatives.
Quality Metrics
These are the Key Performance Indicators (KPI) and Control Thresholds
for measuring a project’s performance at any given point in time.
Project Documents
These include all project documents, which are maintained as part of
configuration management, and are required for the successful execution
of the project in meeting the customer requirements
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The benefits of using the New 7 Quality Management Tools are as follows:
• Provide training in thinking
• Raise people’s problem solving confidence
• Increase people’s ability to predict future events
Refer to section 8.0.5 – New 7 Quality Management Tools and Control Tools
Quality Audits
A quality audit is a systematic and independent examination to determine
whether quality activities and related results comply with planned ones
and whether the planned activities are effectively implemented or not. It
also evaluates if the planned activities are suitable for achieving the quality
objectives and it is really effective.
Quality audits must be carried out by independent personnel who are not
responsible for the function/performance under review. An independent
audit provides an unbiased picture of the performance.
Process Analysis
This is about evaluating process capability by analyzing process performance
for its effectiveness and efficiency in meeting the project goals.
The process performance data are collected and analyzed to determine the
causes of variation and to identify opportunity for improvements.
Change Requests
Change request may result due to non–conformities identified, either in
the process /service or results. They may also arise as a result of quality
assurance activities that results in corrective and preventive actions to set
right the non–conformities. Change requests must be initiated as per the
integrated change control process of the project.
Fig. 8.31: Control Quality – Inputs, Tools & Techniques and Outputs
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8.3.1 Control Quality – Inputs
Quality Metrics
Refer to section 8.1.3 – Plan Quality Management – Outputs
Quality Checklists
Refer to section 8.1.3 – Plan Quality Management – Outputs
Deliverables
A deliverable is a unique verifiable product/ service or result that is required
to complete the project or a phase.
Project documents
The following are typical project documents (but not limited to) that has
the relevant information:
• Agreements
• Audit reports
• Change logs
• Corrective preventive action plans
• Training plan and evaluation of effectiveness
• Project specific processes defined as per Plan quality management
Statistical Sampling
Refer to section 8.0.4 – Additional Quality Planning Tool
Inspection
It is an activity to check the work products to ensure conformance to
standards, requirements and specifications as per customer requirements.
The results of inspections generally include measurements. It applies to
all work products (internal and external) across the entire project lifecycle.
Validated Changes
Changes implemented are inspected / reviewed. Based on inspection results,
changes will either be accepted or rejected. Rejected items will require
rework.
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Verified Deliverables
On completion of each work package / project phase or project, the
deliverables are verified for correctness to ensure that they meet the
specifications. Verified deliverables are the inputs to verify scope to get
formal acceptance.
Change Requests
If the results of the control quality activities are not as per the planned
values, the project management team will initiate corrective and preventive
actions to set right the nonconformance. This may require changes to the
project management plan too. A formal change request will be raised as per
the integrated change control process of the project.
8.4 Summary
The project management team has to emphasize quality throughout the life
cycle of the project. Failure to meet the product or project quality will have
serious negative consequences for the performing organization and the
customers. The project management team must understand and agree on
the customer’s / project requirements in clear terms.
3. At the close of your project, you measure the customer satisfaction and find
that some customer needs were not fully met. Your supervisor asks you what
steps you took on your project to improve customer satisfaction. Which
subsidiary plan would you consult to determine this information?
A. Quality management plan
B. Communication management plan
C. Staffing management plan
D. Risk management plan
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6. Which is the best definition of quality?
A. A product made of expensive material
B. A product made with a lot of care by the team who built it
C. The degree to which a set of inherent characteristics fulfills requirements
D. A product that passes all of its tests
7. If the probability of one event occurring does not affect the probability of
another event occurring, the events are:
A. False events
B. Mutually exclusive
C. Statistically independent
D. Just in time
8. You are a manager for a construction project. The project will be using a new
material that the project team has never worked with before. You allot $10,000
to train the project team on the new materials so that the project will operate
smoothly. The $10,000 for training is known as what?
A. Cost of quality
B. Cost of poor quality
C. Sunk costs
D. Contingency allowance
10. This tool and technique of the Plan Quality Management process helps the
project team anticipate and identity where quality problems might occur on
the project, which in turn, helps them develop alternatives for dealing with
the quality problems.
A. Cost benefit analysis
B. Benchmarking
C. Flowcharting
D. Design of experiments
13. Which of the following is not an input to the perform quality assurance
process?
A. Project Management Plan
B. Quality metrics
C. Deliverables
D. Quality control measurements
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16. What is the act of avoiding quality problems rather than inspecting for them?
A. Perform Control Quality
B. Quality System Work
C. Perform Quality Assurance
D. Quality Management
18. Quality audits when preformed correctly will provide the following benefit(s):
A. The product of the project is fit for use and meets safety standards
B. Allow for applicable laws and standards not to adhered to
C. Corrective action is implemented continuously throughout the project
D. Quality improvements need not be identified
20. The project manager invited many of the project stakeholders to help inspect
quality on the project. Of the following, which would not be an output of this
activity?
A. Change request
B. Project document updates
C. Quality management plan
D. Validates changes &Validated deliverables
24. What does it imply when two events are said to be mutually exclusive?
A. One has a probability of 100% while the other has that of 0%
B. Both have zero probability of occurrence
C. Both of them cannot occur concurrently
D. The events are statistically independent
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9.0 Project Human Resource Management Process
Human Resource Management deals with “people” dimension in
management. Byars and Rue say “Human Resource Management
encompasses those activities designed to provide for and coordinate the
human resources of an organization”. Every organization or team is composed
of people and utilizing their services, developing their skills and motivating
them to enhance their levels of performance are essential for the
accomplishment of organizational objectives. Competent managers and
workers are essential for the coordination of efforts towards the ultimate
objectives which ensure the survival of the organization. Though such
coordination alone cannot guarantee success, the lack of it can lead to failure.
The Plan Human Resource Management process includes the following key
process:
Key Terms
Role
A defined function to be performed by a project team member such as testing,
filing, inspection, coding.
Resource Calendar
A calendar of working days and non–working days that determines those
dates on which each specific resource is idle or active.
Resource Histogram
A bar chart showing the amount of time that a resource is scheduled to
work over a given time period.
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9.1.1 Plan Human Resource Management – Inputs
The span of control and the number of hierarchical levels define this type
of organizational structure. The span of control is the optimum number of
subordinates a supervisor can manage. In a tall organizational structure,
the hierarchical levels are more and the span of control is narrow. This
structure is characterized by close–supervision and a central decision–
making authority.
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Matrix based charts: A Responsibility Assignment Matrix (RAM) shows
the relationship between work packages or activities and the team members
or teams responsible for it. The RAM can be designed at many levels. One
example of a RAM is the RACI (Responsible, Accountable, Consult and
Inform).
Networking
Networking is an informal / formal way of interaction and is considered to
be an important factor in understanding the political and interpersonal
impact on the staffing plan. Examples include attending luncheon meetings,
trade conferences, proactive communication and symposia. Networking with
other professionals and people can help a project manager to understand
the current trends in competencies, market conditions, job trends, etc.
Organizational Theory
Organizational theory is the study of how organizations ‘function’ and how
they ‘affect’ and are ‘affected’ by the environment in which they operate.
This theory is based on three other principles, namely, organization
structure, organization design and change and organization culture. The
understanding of how organizations function and knowing the conceptual
tools used to influence organization situations are two most important skills
a project manager can effectively make use of in managing his/her resources.
The organizational theory explains several principles that underlie the
design, operations, change and redesign of organizations to increase their
effectiveness.
Roles and Responsibilities: This should describe all the different roles
that are required for the project (eg. business analyst, programmer, testing
coordinator), description of different types of authorities and their levels,
description of responsibilities, that is, the activities a team member must
do in order to complete project work and a description of the various
competencies and their levels required for the project activities to be
completed.
It also includes:
• Staff acquisition
• Resource calendars
• Staff release plan
• Training needs
• Recognition and rewards
• Compliance
• Safety
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9.2 Acquire Project Team
This process deals with the acquisition of the human resources necessary
to complete project activities. Acquisition of resources is not entirely under
the control of the project manager due to factors such as a matrix project
environment, other projects competing for the same type of resources and
internal and external reporting relationships. The following factors should
be considered by the project manager during this process: effective
negotiation with the departments who should provide the resources, to
ensure timely availability of the right resources and making alternative
arrangements if resources with the necessary skill levels are not available.
Pre–assignment
In some situations, a project is won as a result of certain key people being
promised for the project. In such a case, the team members are considered
as pre–assigned.
Negotiation
Effective negotiation is one of the important skills a project manager should
possess. To acquire the right project resources on time, a project manager
should effectively negotiate with functional managers (in a matrix project
environment), or other project managers and external sources such as
vendors, suppliers and contractors to get the appropriate, scarce, trained
and qualified resources.
Acquisitions
When the performing organization does not have the right resources for
the project, it may be necessary to hire contractors and/or consultants from
external sources.
Virtual Teams
Different geographical locations are no more a constraint today for
organizations, thanks to the concept of virtual teams. Virtual team is one in
which the team members are located in different geographical locations
and still work towards a common goal and interact solely through electronic
communication, with little face–to–face interaction. Virtual teams make it
possible to add members, who work from their own places, add specialists
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who are not located in the same geographical area and include people with
mobility limitations and disabilities.
Resource Calendars
Resource calendars contain details of the time period for which a team
member is available for the project, including vacation details and other
project commitments.
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9.3.1 Develop Project Team – Inputs
Resource Calendars
Contains details on the duration for which resources are available for project
activities.
Interpersonal Skills
Skills such as empathy, influence, creativity and group facilitation are some
of the “soft skills” that are very essential for the project manager to lead
the team.
Training
Project team members are trained on various skills to improve their
competencies. Several training methods can be used including classroom,
on–the–job and on–line training.
Team–building Activities
Team–building is an on–going effort in a project environment. In order to
deal effectively with the changes that happen in the environment, a project
manager should continue to do team–building exercises, monitor team
functioning and performance and make changes accordingly.
Ground rules
Ground rules lay down acceptable behavior from team members. Discussing
the ground rules allows team members to discover values that are important
to one another.
Co–location
Co–location means placing all or some of the team members in the same
location, in order to improve the performance.
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• Reduced staff turnover rate
• Increased team cohesiveness since the team help each other to
improve the overall project performance
Issue Log
An issue log is a document that is used to log details about issues that arise
during the course of managing the team. Details such as the person
responsible for resolving the issue with target date are documented here.
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different types of organizational structures. Here we will discuss a few of
them.
There are several appraisal systems that are being used today by
organizations. Some of them are 360 degree performance appraisal, Balance
Score card Method, Team appraisals, etc.
Conflict Management
Conflict is unavoidable in any business environment and can be treated as
an opportunity for improvement. Conflicts arise due to factors such as scarce
resources, scheduling priorities, cost and personal working styles.
Forcing: one’s viewpoint on the other. Will only create a win–lose situation
Interpersonal skills
Interpersonal skills are an important set of skills a project manager should
possess in addition to technical and managerial skills.
Leadership
The success or failure of projects depends on the leadership qualities of the
project manager. A leader’s primary function is to establish goals and
motivate the team to achieve them.
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The key elements of leadership are:
1 The ability to use power in a responsible manner
2 The ability to understand and apply the fact that people are motivated
for different reasons at different times in different situations
3 The ability to inspire and
4 The ability to behave in a manner that will help develop a harmonious
working culture.
Influencing
Refer to chapter–2 General Management
Forming: In the first stage of team building, the forming of the team takes
place. The team meets and learns about the opportunity and challenges,
agrees on goals and takes up the tasks. Team members tend to behave
independently and remain focused on themselves. They have little idea
about the real issues in the team.
Storming: This is the second stage. During this stage, different ideas are
put forward and team members will look at issues that need to be resolved
and decide on how they are going to resolve whether collaboratively or
independently. Storming stage is necessary for the growth of the team even
though it can be contentious and painful. Tolerance and patience is the key
during this stage.
Performing: Some teams will reach this stage. These high performing
teams will work as a unit with / without inappropriate conflict or the need
for external supervision. They are motivated and knowledgeable.
Supervisors of this team are almost always participative during this stage.
But any high–performing team can go back to any of the previous stages in
certain circumstances. For example, a change in leadership may cause the
team to revert to storming as the new people challenge the existing norms.
Adjourning: In this phase, the team completes the work and moves on from
the project.
Change Requests
Changes to the staffing plan may occur as a result of managing the project
team which in turn can affect the schedule and/or cost.
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Summary
In this chapter, we looked at the processes that are involved in project
human resource management. We also looked at the various inputs, tools
and techniques and outputs that are relevant to all these processes.
3. You are reviewing performance goals to figure out how much bonus to pay to
your team members. What document would you consult to find your team’s
bonus plan?
A. The reward and recognition plan
B. The staffing management plan
C. The human resource management plan
D. The project’s budget
4. Which of the following is the best method to make reward systems more
effective?
A. Pay a large salary to the best workers
B. Give the team a choice of rewards
C. Make the link between performance and reward clear
D. Present notification of rewards within the company
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5. Which of the following describes the contents of a staffing management plan?
A. Organizational chart, training needs, estimated labor cost, and release
criteria
B. Sponsor, organizational chart, scope verification plan, and schedule
C. RACI Matrix, organizational chart, performance improvement plan, and
budget
D. Staff acquisition, resource calendars, staff release plan, training needs,
recognition and rewards, compliance and safety
8. You are the project manager of the MNC Project. This project requires a
chemical engineer for seven months of the project although there are no
chemical engineers available within your department.
This is an example of which of the following?
A. Organizational interfaces
B. Resource requirements
C. Contractor requirements
D. Resource constraints
9. During which of the following processes are the roles and responsibility
assignments completed?
A. Collect requirements
B. Develop schedule
C. Acquire project team
D. Plan human resource management
11. The project manager, stakeholders and project team members all have roles
and responsibilities throughout the project. As the project manager, you might
link the project scope definition to the project roles and indicate the activities
assigned to each team member. You might display this information in which
of the following ways:
A. PDM
B. RAM
C. SOW
D. RRM
12. To help the project team function more efficiently on complex and interrelated
tasks, the project manager decides to use a war room. What does this mean?
A. All the project records are kept in many locations.
B. The tools needed to accomplish the work are kept in one place with easy
access by the team from various locations.
C. The entire team is located in one area.
D. The project’s entire senior management team is located in one area.
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15. Do the work because I have been put in charge! Is an example of what type of
power?
A. Formal
B. Penalty
C. Effective
D. Expert
18. The types of power that have substantial influence on both subordinates and
top management are:
A. Formal & expert
B. Reward & penalty
C. Expert & referent
D. Formal & referent
19. You are the project manager for ABC Project. This project affects a line of
business, and the customer is anxious about the success of the project. Which
of the following is likely not a top concern for the customer?
A. Project priorities
B. Schedule
C. Cost
D. Personality conflicts
21. You are the project manager for Industrial Lights Project. You have been
hired by your organization specifically because of your vast experience in
this technology and with projects of this nature. What type of power are you
likely to have, on this project?
A. Formal power
B. Coercive power
C. Expert power
D. Referent power
22. You have just found that a major sub–contractor for your project consistently
delivers items late. You decide that you have bigger problems to address, so
you do nothing. What conflict resolution mode are you using?
A. Ignoring
B. Compromise
C. Smoothing
D. Withdrawal
23. As a project manager, you need to know how to manage conflict. Which one
of the following is not a successfully method of managing conflict?
A. Problem–solving
B. Compromising
C. Formal
D. Withdrawal
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25. You just find out that a major sub–contractor for your project consistently
provides deliverables late. The subcontractor approaches you and asks you
to continue accepting late deliverables in exchange for a decreased project
cost. This offer is an example of:
A. Confronting
B. Compromise
C. Smoothing
D. Forcing
Key Terms
Communication Channels
Communication in a project gets more complex with the increase in the
number of people involved in the project. To calculate the total number of
communication channels in a project, use the following formula: n(n–1)/2,
where ‘n’ is the number of stakeholders.
Listening Skills
As communication is a two–way process, listening is as important as
speaking. Active listening is an important listening skill. A person with
this skill, is not only genuinely interested in what the speaker is saying,
but is also actively checking out if the understanding is correct and then
sending a new message. This feedback makes it the most effective form of
communication.
Negotiation Skills
This skill is required when there are conflicting needs between two parties
and a settlement is required that will benefit both the parties. While
negotiating, the following points have to be kept in mind: the desired
outcome of the negotiation, what each person has that can be traded during
the process, the nature and history of the relationship, the consequences of
winning or losing for either parties.
Performance Reporting
This is an important communications function which involves collecting
and distributing information to all the stakeholders at a level of detail that
is required by each of them. Some reports include status, forecast, variance
and earned value reports.
Presentation Skills
Effective presentations are a good way to send across messages to audiences.
Presentations with visuals are particularly helpful in driving home the
points. The following tips can be used in making good presentations: listing
and prioritizing the top 3 goals of the presentation, understanding the
audience’s interest and priority in attending the presentation, listing the
major points of information that have to be conveyed, selecting a tone for
delivering the speech, designing a brief and clear opening, presenting goals,
presenting the overall structure of presentation and presenting the body of
the presentation.
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Stakeholder
A person, group or an organization, who is positively or negatively affected
by the execution or outcome of the project. Examples are the project team,
customers, suppliers, sponsors, other projects, performing organizations,
public, etc.
Stakeholder Register
Refer to section 13.1.3 – Identify Stakeholders – Outputs
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Project resource should be used while communicating information that
contribute to the success of the project or where a lack of communication
can lead to failure
Communication Technology
The technology to be used for communication needs to be considered while
planning. For example, a project team may use techniques from brief
conversations to extended meetings, from written documents to material
that is accessible online.
The factors that can determine the technology to be used for each situation
includes:
• Urgency of the need for information
• Availability of technology
• Ease of use
• Project environment
• Sensitivity and confidentiality of the information
Communication Model
A basic model for communication involves a ‘sender’ and a ‘receiver’.
Communication Methods
Interactive communications: are multi directional and the most effective
method to ensure that all the parties understand and acknowledge the
message. Eg., meetings, phone and video conferences.
Meetings
Meetings are for the purpose of discussion on the project during execution.
The attendees could include the project manager and affected or involved
stakeholders who need to sort out differences among them. Meetings should
have a defined agenda, time frame and end with a minutes of meeting along
with an action plan.
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10.1.3 Plan Communications Management – Outputs
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10.2.2 Manage Communication – Tools & Techniques
Communication Technology
Refer to section 10.1.2 – Plan Communications Management – T & T
Communication Models
Refer to section 10.1.2 – Plan Communications Management – T & T
Communication Methods
The methods for information distribution include meetings, audio and video
conferences, mails, fax, websites, etc.,
Performance Reporting
Performance reporting is the act of collecting and distributing performance
information, including status reports, progress measurements and forecasts.
A status report might show performance information such as percent
complete or status dashboards for each area of scope, schedule, cost and
quality. Elaborate reports may contain analysis of past performance, analysis
of project forecasts (including time and cost), current status of risks and
issues, work completed during the period, work to be completed in the next
period, summary of changes approved in the period and other relevant
information which is reviewed and discussed.
Project Communication
Involves the activities that are required for information to be created,
distributed, received, acknowledged and understood.
Each of these aspects comes into play depending on the situation. For
example, reports, memos and briefings are considered as formal means of
communication, where as sending informal e–mails and ad–hoc discussions
are informal means of communication. Similarly, if a team member is not
performing or shows no improvement, initially the project manager could
give the feedback orally and then follow it up with written communication.
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Project Document Updates
Some of the project documents that may be updated are:
• Forecasts
• Performance reports
• Issue logs
Project Communications
The control communication process involves activities that are required
for information and communications to be monitored, acted upon and
released to stakeholders.
Issue Log
Issue log is used to document and monitor the resolution of issues. A written
log documents and help to manage who is responsible for resolving issues
by a target date, status of issue, etc. This log will contain information that
will aid future stages of the project by providing a history of what has taken
place and the action required to meet the deliverables.
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Organizational Process Assets
Report templates, policies and procedures and organization–defined
variance limits, allowed communication media, record retention polices and
security requirements are some of the assets that could be used for this
process.
Expert Judgment
Refer to section 4.1.2 – Develop Project Charter – T & T
Meetings
Refer to section 14.3.2 – Direct and Manage Project Execution – T & T
Change Requests
Analysis of performance leads to change requests which also include
corrective, preventive and recommended actions. These are processed
through the Integrated Change Control Process.
10.4 Summary
In this chapter, we looked at the processes that are involved in project
communications management. We also looked at the various inputs, tools
and techniques and outputs that are relevant to all these processes. The
communication processes are required to ensure timely and appropriate
planning, collection, creation, distribution, storage, retrieval, management,
control, monitoring and the ultimate disposition of the project information
Given that project managers spend nearly ninty percent of their time
communicating with various stakeholders, it is important that these
processes are well understood and followed to make a project successful.
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Chapter – 10 : PRACTICE QUESTIONS
3. How many possible channels are potentially required if there are ten members
on the project team?
A. 25
B. 40
C. 45
D. 54
5. You are the project manager for the MNC Project. Management has requested
that you create a document detailing the information that will be expected
from stakeholders and to whom that information will be disseminated.
Management is asking for which one of the following?
A. The roles and responsibilities matrix
B. The scope management plan
C. The communication management plan
D. The communications worksheet
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6. You need to convey some very complex, detailed information to the project
stakeholders. The best method of communicating this kind of information
is?
A. Verbal
B. Vertical
C. Horizontal
D. Written
9. You have been assigned as project manager for a construction project that
has two project mangers earlier. You discover that a deliverables will be
late. Luckily, only the completion date will be affected and it will cause the
project to be delayed by four weeks. Your analysis shows that the item can
be purchased from another seller at a higher price without affecting the
schedule. What is the best thing to do?
A. Evaluate the impact of the decision
B. Discuss the impact with the customer and ask for a decision
C. Crash or fast track the project
D. Change the project plan to reflect the new due date
10. Which of the following is the best form of communication for cancelling a
project?
A. Email
B. Verbal
C. Informal written
D. Formal written
12. What is the difference between project reports and performance reports?
A. Both mean the same
B. Project reports are meant for customers while performance reports are
meant for review within the team
C. Project reports describe the status and issues while performance reports
assess variance from project objectives
D. Project reports are weekly, while performance reports are event driven
13. You have just been assigned as a project manager for a manufacturing project.
This one–year project is about halfway done. It involves five different sellers
and 20 members of your company on the project team. You want to quickly
review the current status of the project. Which of the following reports would
be most helpful in finding such information?
A. Work status
B. Progress
C. Forecast
D. Communication
14. You have collected the performance measurement documentation for your
project to be included in the project archives. What is the purpose of the
performance measurement documentation?
A. It is used as part of the formal acceptance process to verify contract
expenditures
B. It is reviewed to make certain that the project goals and objectives were
met
C. It is included in the project archive documentation after confirming the
accuracy of the measurements
D. It is used as historical information for future projects that are similar in
scope to this project
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15. The inputs of the Control Communications process include all of the following
except for which one?
A. Project Management Plan
B. Work performance Data
C. Issue Log
D. Work performance Information
16. What are the three types of information found in project communications?
A. Earned value analysis, variance analysis, and trend analysis
B. Project plan updates, work results, and performance reports
C. Performance reviews, performance reports, and work results
D. Performance reports, deliverables status, schedule progress and cost
incurred
17. If your project comes in 20% ahead of schedule and 25% under budget you
should:
A. Reward yourself
B. Demand a raise and throw a party
C. Be proud
D. Find out why there was such a variance from the original plan
21. You’re managing a software project. Your team has discovered a problem,
and as a result you’ve requested a change. The change will cost the project
an extra three weeks, but without it several stakeholders might have problems
with the final product. What is the next thing that you should do?
A. Instruct the team to make the change
B. Call a meeting with each stakeholder to figure out whether or not to
make the change
C. Document the change and its impact, and put it through the change control
system
D. Do not make the change because it will delay the project
22. A project team has members in five different locations with varying
information systems. The project manager works with the project team to
determine how project information will be distributed. These methods are
detailed in which document?
A. Overall project management plan
B. Scope statement
C. Communication management plan
D. Staffing management plan
23. The person writing down meeting notes for a project status meeting is
called a:
A. Bookkeeper
B. Secretary
C. Scribe
D. Project manager
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24. Which one of the following is a technology factor that may affect project
communication?
A. Communications management
B. Management by walking around
C. The project duration
D. Variance analysis reporting
More on Risk
Risk always pertains to the future and is anchored in the uncertainty
associated with all projects. Risks may be caused by requirements that
cannot be met on time, assumptions that get invalidated or constraints that
may have one or more impacts. For example, the required resources with
specific competencies may not be available for the project on time due to
limited supply of such personnel in the market. Risks may also occur due to
immature project management practices, lack of integrated management
systems, concurrent multiple projects, etc.
Risks can be categorized as known risks and unknown risks. Known risks
are those that have been identified and analyzed and for which a response
plan has been created. Unknown risks are those risks which cannot be
managed proactively and therefore need to have a contingency plan.
Key Terms
Probability Distributions
Probability distributions of cost elements and activity durations are used
to perform risk analysis. Continuous distributions which are most commonly
used in modeling and simulation are made of possible values of the cost
element or activity duration, developed through intensive interviews and
examination of past performance. The typical input is developed using a 3–
point estimate, in which the cost or duration is represented by the optimistic
value, the most likely value, and the pessimistic value.
Risk Appetite
Degree of uncertainties that an organization is willing to take in anticipation
of reward
Risk threshold
Represents the limit for risk exposure which is used for making decisions
in terms of accepting (tolerating) the risk
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11.1 Plan Risk Management
This process defines how to conduct the risk management activities in a
project. Risk planning should start as soon as a project is conceived and
should be completed during the initial stages of project planning. Several
project stakeholders including the project manager, project team, sponsor,
customer can be involved during risk planning.
Project Charter
The project charter provides details on the high–level risks identified during
the project initiation phase, high–level requirements and associated
assumptions/ dependencies/ constraints which are potential risks that need
to be revisited during project planning phase.
Analytical Techniques
Techniques used to analyze/understand the overall risk management context
vis–à–vis stakeholder risk attitudes and strategic risk exposure for the
project to define the risk management approach for the project. Tools to
assess stakeholder risk profile and organizational risk scoring sheets are
some of the typical aids which are used for risk assessment and management.
Expert Judgment
To establish a robust risk management plan, subject matter experts play a
vital role in providing valuable inputs based on their experience.
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Following are some of the experts who need to participate and provide
inputs for establishing an effective risk management plan.
• Senior Management
• Project Stakeholders
• Project Managers
• Subject Matters Experts (SME)
• Industry groups and consultants
• Professional and technical associates
Meetings
Meetings involving all relevant stakeholders and subject matter experts
are held to review the risk management approach and ensure that all aspects
of risks (such as scope, cost, time and quality) are adequately addressed.
Tailoring decisions are reviewed and approved to ensure the controls
established are appropriate to the size and nature of the project.
Probability and Impact Matrix: This matrix is used for prioritizing and
assessing the implications of risks on project objectives. Organization–
defined matrices can be tailored for specific project purposes.
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Tracking: Defines how risk processing activities will be documented for
the purposes of the current project as well as for future projects.
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Scope Baseline
Scope baseline contains project assumptions. Project assumptions are
potential sources for risks and must be evaluated. WBS is also an important
source for risks, both at the micro and macro levels.
Stakeholder Register
Relevant stakeholders must be involved during the “Risk Identification”
process, in order to ensure that their inputs are taken for identifying risks.
Project Documents
Documents that are reviewed for identifying risks include assumptions log,
work performance reports, earned value reports, network diagrams,
baselines, etc.
Procurement Documents
Refer to section 12.1.3 – Plan Procurement Management – Outputs
Documentation Reviews
Reviewing project documents can provide insights into the sources and
nature of potential risks. The quality of the plans and the consistency among
the various plans and the project requirements and assumptions can provide
valuable information in identifying risks.
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Checklist Analysis
A risk checklist can be used to identify risks. Such a checklist will normally
be developed with the experience from previous projects using lessons
learnt and historical information. Since a checklist cannot be an exhaustive
one, care should be taken to explore areas of risk that are not covered in
the checklist.
Assumptions Analysis
Analyzing assumptions can help the project team to identify risks. Since
assumptions reflect incompleteness, inaccuracy, instability and
inconsistency in projects, assumptions are a good source for identifying
project risks.
Diagramming Techniques
Cause and Effect diagrams (also known as Ishikawa or fishbone diagrams),
system or process flow charts and influence diagrams can be used to identify
root causes of issues. During the risk identification process, they can be
used to identify risks.
SWOT Analysis
SWOT is the short form for Strength, Weaknesses, Opportunities and
Threats. This technique may use a brainstorming method to first identify
the strengths and weaknesses of the performing organization. This may be
further analyzed to identify the risks that could have a positive or negative
impact on the project. SWOT analysis further proceeds to maximize the
opportunities that arise from strengths and minimize threats that arise
from weaknesses.
Expert Judgment
Experts who have relevant experience in similar projects can be invited to
identify risks in a project. The experts’ views should be taken into account
in this process.
Risk Register
Risk register is the key output of this process. Though it is created in this
process, details get added to it in all the subsequent processes as
understanding of project risks evolves. A risk register contains the following
essential elements:
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Scope Baseline
Scope of the project sometimes determines the type of risks. For example,
if the project is going to use some cutting–edge technology for development
or if the project is highly complex, the uncertainty is more. The project
scope statement needs to be evaluated to identify specific risks and prioritize
them.
Risk Register
Refer to section 11.2.3 – Identify Risks – Outputs
Risk rating helps the team derive appropriate responses for risks. For
example, a risk that has a negative impact (threat) on a project objective
and also has a high impact rating in the matrix needs an aggressive response
strategy. Similarly, opportunities that have a high impact rating should be
pursued aggressively, since they will offer the maximum benefits.
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Fig. 11.7: ..........................
Risk Categorization
Grouping risks can help in deriving effective risk responses. Risks can be
categorized using a Risk Breakdown Structure (RBS) (according to the
source of risks), or WBS (according to the areas of the project) or other
useful categories (such as project phases).
Expert Judgment
Expert judgment can be used in deciding the priority of risks. Such data
can be collected through workshops and interviews. Bias in this form of
data needs to be considered.
Priority list of project risks: Risks are prioritized and listed based on the
probability and impact matrix. Depending on the need of the project, risks
can be listed by priority separately for each of the project objectives, such
as, cost, schedule and quality. The project manager should use the list to
focus effort on those risks that are high–priority
Watch lists of low–priority risks: Risks that have been rated as low–
priority can be placed in a watch list for future monitoring.
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Fig. 11.8: Perform Quantitative Risk Analysis – ITTO
Risk Register
Refer to section 11.2.3 – Identify Risks – Outputs
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Quantitative Risk Analysis and Modeling Techniques
Sensitivity Analysis: helps to examine the impact of one risk event on the
project objectives, when all the other risks are held stable. A tornado diagram
graphically displays which risk has the most impact when all the other
risks are held constant. It helps examine the extent to which each risk
element of the project affect the outcome or project objectives being
evaluated, when all other risk elements are held at their baseline value. In
a Tornado diagram the Y axis contains each type of uncertainty at their
base value and the X axis contains the spread or correlation of the
uncertainty to the outcome being studied.
Prioritized list of quantified risks: This list contains those risks that
pose the greatest threat or the greatest opportunity to the project. These
may include risks that have the greatest impact on contingency reserve
and more likely to be on the critical path.
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11.5 Plan Risk Responses
This process comes up with action plans to address opportunities and threats
that are faced by the project. It also involves identifying resources to execute
the action plan, inserting resources and activities into the budget, schedule
and project management plan, as needed.
Risk responses must be appropriate for the risk, depending upon the priority
and urgency, cost–effective and should be agreed upon by all stakeholders.
Risk responses should also be timely and realistic.
Risk Register
The following items from a risk register are used during this process:
• The list of prioritized risks
• Symptoms and warning signs
• Risk owner and responsibility
Avoid: Involves changing the project management plan to avoid the threat.
The project manager can reduce the scope, extend the schedule, etc. to avoid
risk. Early in the project, risks can be avoided by clarifying requirements,
seeking more information or acquiring expertise.
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Strategies for Positive Risks or Opportunities
Exploit: This strategy is chosen for risks with positive impacts to ensure
that the risk actually happens. Examples include assigning a most talented
person to the project so that the completion time reduces or reducing the
actual cost than was originally planned.
Enhance: Involves increasing the probability of the positive risk event and/
or increasing the impact. Examples of enhancing opportunities include
adding more resources to an activity to finish early.
Expert Judgment
Expert advice can be sought from people who have the experience, skill or
training in gaining strategies for responding to risk events.
Assumptions log: updates Project assumptions which are part of the scope
statement or separate logs are revisited to accommodate any changes that
happen due to risk response planning
In addition to the above, control risk process is also used to validate project
assumptions, to evaluate if certain risks need to be retired, whether risk
management processes are being followed and to assess whether contingency
reserves are in alignment with the current risk assessment.
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Fig. 11.12: Control Risk – ITTO
Risk Register
Risk register has identified risks, roles and responsibilities, risk response
plans, symptoms and warning signs of risks, a watch list of low–priority
risks and contingency reserves.
Risk Reassessment
Project risk reassessments should be periodically carried out in order to
identify new risks; close any risks that are not relevant and reassess current
risks.
Risk Audits
Risk audits examine the effectiveness of the risk management processes,
as well as the effectiveness of the risk responses. The project manager should
ensure that risk audits are conducted as per the schedule mentioned in the
risk management plan.
Reserve Analysis
Reserve analysis checks if the remaining contingency reserves are adequate
to cover the remaining risks.
Meetings
Periodic status meetings should cover discussions on risk status. This will
ensure that the project team is practicing risk management processes and
new threats and opportunities are identified as soon as they arise.
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11.6.3 Monitor and Control Risks – Outputs
Change Requests
Implementing risk response plans can result in change requests. These
change requests can be either corrective or preventive actions and are
processed through the integrated change control process.
11.7 Summary
In this chapter, we looked at the processes that are involved in project risk
management. We also looked at the various inputs, tools and techniques
and outputs that are relevant to all these processes.
Project risks come into existence the moment projects are conceived. To be
successful, the organization should be committed to address risk
management proactively and consistently throughout the project. Moving
forward on a project without a focused effort increases the impact a realized
risk can have on project objectives.
❑
1. The project team has established the anticipated risks for the project,
assigned probabilities, impacts and risk owners to them. As the project
management plan evolves where will this information get documented?
A. Risk list
B. Risk trigger
C. Risk register
D. Risk response
4. A project has a schedule reserve of four weeks when the team makes a major
change approved by the customer. The change has a 40% chance of delaying
the project by two weeks. What should be the answer?
A. Add two weeks
B. Look for ways to cut two weeks from another task
C. Add 5.6 days to the schedule reserve
D. Plan to add two weeks of overtime to the project
5. You are managing a software engineering project. Two team members come
to you with a conflict. The lead developer has identified an important project
risk: you have a subcontractor who may not deliver on time. Another
developer does not believe that the risk is likely to happen; however, you
consult the lessons learnt from previous projects and discover that
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subcontractors failed to deliver their work on two previous projects. You
decide that the risk is too big; you terminate the contract with the
subcontractor, and instead hire additional developers to build the component.
Both team members agree that this has eliminated the risk. Which of the
following best describes this scenario?
A. Transference
B. Mitigation
C. Avoidance
D. Acceptance
7. All of the following are diagrams that can be used with the risk management,
except for which one?
A. Network diagram
B. Influence diagram
C. Cause–and–effect diagram
D. Process flowchart
8. Identify Risk process tools and technique include the following except:
A. Documentation reviews
B. Risk Register
C. Checklist Analysis
D. SWOT Analysis
11. A project team is through with identify risk, qualification, quantification and
response planning. Risk owners have been identified for monitoring and
control actions. When should the risk management plans be revisited?
A. At closure, for lessons learnt
B. During risk response audits
C. Periodically updated during team reviews for changes in risk rankings
D. After the first risk event
12. You and your project team need to complete risk identification. Which item
can help the most?
A. Strength, weakness, opportunities, and threats (SWOT) analysis
B. Control charts
C. Product analysis
D. Defect repair review
15. The team and the project manager are in the process of identifying risk on
the project. They have decided to use categorization of risks to start out
with, because the project is very large. Which of the following is the best
example of risk categories?
A. Initiation, Planning, Execution, Controlling, Closing
B. Scope, Time, Cost
C. Quality, Schedule, Budget
D. External, Internal, Technology, Personnel
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16. The ability to research the project risks and capture them for future reference
helps to show a relationship to the success of a project. In what ways do
perform quantitative risk analysis and perform qualitative risk analysis
differ?
A. Perform Quantitative risk analysis assesses the impact and likelihood,
whereas quantitative risk analysis assesses the consequence on specific
project objectives
B. Perform Qualitative risk analysis assesses the impact and likelihood,
whereas qualitative risk analysis assesses the consequence on specific
project objectives
C. They are essentially the same and generally done at the same time
D. Perform Qualitative risk analysis uses the risk management as input
whereas perform quantitative risk analysis does not
17. You are the project manager on a software project that is planning various
approaches for technical tasks. There is a 20% chance that a component you
are going to license will be difficult to integrate and cost $3000 in rework
and delays. There is also a 40% chance that the component will save $10,000
in time and effort that would have been used to build the component from
scratch. What is the EMV for these two possibilities?
A. $13,000
B. $7,000
C. $3,400
D. $600
18. You are considering the decision to go for a contract. The probability of
completing a contract is 92% and if the project fails to complete the contract
then the associated risk is $10000 which will be charged as penalty. What is
the expected value of your decision?
A. +800
B. –800
C. –1000
D. 9200
21. During project execution, a major problem occurs that was not included in
the risk register. What should you do first?
A. Create a work around
B. Re–evaluate the identify risk process
C. Look for any unexpected effects of the problem
D. Inform management
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24. The project manager and the team have just completed determining what
will be done if risk events occur, and who will be responsible for executing
those actions. Which of the following roles will be responsible for acting if
the risk events happen?
A. Risk seeker
B. Team lead
C. Project Manager
D. Risk owner
25. The team has implemented a risk response plan when a vendor was unable
to fulfill a contract commitment. The response was to choose another vendor.
Due to short notice, the other vendor could not fulfill the need of the team.
who will be responsible for, what had happened with different vendor?
A. Risk seeker
B. Team lead
C. Project manager
D. Risk owner
In such cases, each contract life cycle can end during any phase of the project
life cycle. Project Procurement Management is discussed within the
perspective of a buyer–seller relationship.
The seller will typically manage the work as a project if the acquisition is
not just for shelf material, goods, or common products. In such cases:
The buyer becomes the customer, and is thus a key project stakeholder for
the seller.
Terms and conditions of the contract become key inputs to many of the
seller’s management processes. The contract can actually contain the inputs
(e.g., major deliverables, key milestones, cost objectives), or it can limit the
project team’s options (e.g., buyer approval of staffing decisions is often
required on design projects).
Key terms
Agreement
An agreement is a mutually binding agreement that obligates the seller to
provide the specified product or service or result and obligates the buyer
to pay for it.
Buyer
The acquirer of products, services or results from outside the project team
Bidder Conferences
A meeting organized by the buyer organization with all the prospective
vendors or sellers to clarify all the queries of the vendor/seller.
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Fixed Price Incentive Fee Contracts (FPIF)
A type of contract where the buyer pays the seller a set amount as defined
by the contract and the seller can earn an additional amount if the seller
meets a defined performance criteria.
Procurement
Acquiring or purchasing of products, services or results of an organization.
Procurement Documents
The documents utilized in bid and proposal activities, which include the
buyer’s Invitation for Bid (IFB), Invitation for Negotiations (IFN), Requests
for Information (RFI), Request for Quotation (RFQ), Request for Proposal
(RFP) and seller’s response.
Seller
A provider or supplier of products, services or results to an organization.
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12.1.1 Plan Procurements Management – Inputs
Requirements Documentation
Requirements documentation may include:
• Important information about project requirements that is considered
during planning for procurements
• Requirements with contractual and legal implications that may
include health, safety, security, performance, environmental,
insurance, intellectual property rights, equal employment
opportunity, licenses, and permits – all of which are considered when
planning for procurements
Risk Register
The risk register includes risk related information such as the identified
risks, risk owners, and risk responses.
Project Schedule
Project schedule contains information on required timelines or mandated
deliverable dates.
Stakeholder Register
This contains the list of all stakeholders and their interest in the project.
The risk shared between the buyer and seller is determined by the contract
type. The firm fixed price type of contractual arrangement is typically the
preferred type and often demanded by most organizations.
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Most legal contractual relationships generally fall into one of two broad
families, either fixed price or cost reimbursable. The other popular type of
contract is Time and Material.
Make–Or–Buy Analysis
A make–or–buy analysis is a general management technique used to
determine whether a particular work can best be accomplished by the
project team or must be purchased from external sources.
Budget constraints may influence make–or–buy decisions. If a buy decision
is to be made, then a further decision of whether to purchase or lease is
also made. A make–or–buy analysis should consider all related costs: both
direct costs as well as indirect support costs.
Expert Judgment
Expert technical judgment will often be pursued to assess the inputs to and
outputs from this process. Expert purchasing judgment can also be used to
develop or modify the criteria that will be used to evaluate seller proposals
on technical or business expertise.
Market Research
Market research is any organized effort to gather information about the
right vendor. It is a very important component of procurement management
to identify a vendor who can provide us goods or services.
Meetings
Meetings are held to exchange information with potential bidders. And this
builds mutual trust between the buyer and the seller.
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a SOW can include specifications, quantity desired, quality levels,
performance data, period of performance, work location, and other
requirements.
Procurement Documents
These are the documents the project team requires to solicit responses from
prospective sellers. Request for Information (RFI), Request for Quotation
(RFQ), Invitation for Bid (IFB), Tender Notice, Invitation for Negotiation
(IFN) are some examples of procurement documents.
The buyer prepares the procurement documents to facilitate accurate and
complete responses from prospective sellers.
Make–Or–Buy Decisions
Make–or–buy decisions are the documented conclusions with regard to the
project product or services or results that will be purchased or acquired
from outside the project organization or those that will be performed
internally by the project team.
Change Requests
The Plan Procurement process may lead to changes to the project
management plan and any of the other subsidiary plans. These will be in
the form of change requests, which shall be processed through the Perform
Integrated Change Control process.
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For example, a weighting system can be used to:
• Select a single seller to sign a standard contract, and
• By ranking all proposals by the weighed evaluation scores assigned
to each proposal
Procurement Documents
Refer to section 12.1.3 – Plan Procurements Management – Outputs
Project Documents
Project documents that are often considered include Risk Register.
Make–Or–Buy Decisions
Make–or–buy decisions are the documented conclusions with regard to the
project product or services or results that will be acquired from outside the
project organization or will be performed internally by the project team.
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12.2.2 Conduct Procurements: Tools and Techniques
Bidder Conferences
Prior to submission of proposal, all interested sellers are called for a
meeting to answer all their queries and their responses shall be
incorporated in procurement documents as amendments.
Independent Estimates
Using an independent professional estimator, an estimate of cost will be
prepared which will serve as a benchmark on proposed responses.
Expert Judgment
Expert judgment may be used in evaluating the proposals which may be
accomplished by a multi–discipline review team with expertise in each of
the areas covered by the procurement documents / proposed contract.
Advertising
By placing advertisements in general circulation publications or popular
media, the existing lists of potential sellers can often be expanded.
Analytical Techniques
To ensure that vendors will bring value through their offerings, analytical
techniques can be used to get the desired end state, cost expected, etc., by
analysing the information on past performance. The team has to ensure
that they identify areas that are of high risk and need to be monitored closely
to make the project a success.
Procurement Negotiations
Mutual agreement can be reached prior to signing the contract to clarify
the structure, requirements and other terms of the purchases so that the
final contract reflects all agreements reached. Negotiations conclude with
a contract document that can be executed by both parties. For complex
procurement items, contract negotiation can be an independent process.
Selected Sellers
Those sellers, who have been judged to be in a competitive range based on
the outcome of the proposal or evaluation. These selected sellers have
negotiated a draft contract that will become the actual contract when an
award is made.
Agreements
Agreement is awarded to each selected seller. Regardless of the document’s
complexity, a contract is a mutually binding legal agreement that obligates
the seller to provide the specified products, services, or results, and obligates
the buyer to compensate the seller.
It shall contain:
• Statement of work or deliverables
• Schedule baseline
• Performance reporting
• Period of performance
• Roles and responsibilities
• Seller’s place of performance
• Pricing
• Payment terms
• Place of delivery
• Inspection and acceptance criteria
• Warranty
• Product support
• Limitation of liability
• Fees and retaining
• Penalties
• Incentives
• Insurance and performance bonds
• Subordinate subcontractor approvals
• Change request handling
• Termination and alternative dispute resolution (ADR) mechanisms.
The ADR method can be decided in advance as a part of the
procurement award. It may vary from country to country
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Resource Calendars
The quantity and availability of contracted resources along with dates on
which each specific resource can be active or idle are to be documented.
Change Requests
Change requests to the PM plan, its subsidiary plans, and other components
are processed for review and disposition through the Perform Integrated
Change Control process.
Agreements can be amended at any time with the mutual consent of the
buyer and seller in accordance with the documented change control terms
of the agreement.
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12.3.1 Control Procurements – Inputs
Procurement Documents
This includes procurement contract awards and statement of work.
Refer to section 12.1.3 – Plan Procurement Managements – Outputs
Agreements
Refer to Refer to section 12.2.3 – Conduct Procurement – Outputs
Performance Reporting
Performance reporting provides management with information on how
effectively the seller is achieving the contractual objectives.
Payment Systems
Payments to the seller are typically processed by the accounts payable
system of the buyer after certification of satisfactory work by an authorized
person on the project team.
Claims Administration
These contested changes are variously called claims, disputes, or appeals.
Contested changes and potential contested changes are those requested
changes where the buyer and seller cannot reach an agreement on
compensation for the change. We need to resolve such claims and disputes.
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12.3.3 Control Procurements: Outputs
Change Requests
Change requests to the project management plan, its subsidiary plans and
other components, such as the cost baseline and project schedule requested
but unresolved changes can include direction provided by the buyer, or
actions taken by the seller, that the other party considers a constructive
change to the contract.
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Fig. 12.4: Close Procurements – ITTO
Procurement Documents
To close the contract, all procurement documentation is collected, indexed,
and filed. Information on contract schedule, scope, quality, and cost
performance along with all contract change documentation, payment
records, and inspection results are cataloged.
Procurement Audits
Procurement audits are structured reviews of the whole procurement
process from Plan Procurement through Administer Procurements to
identify the successes and failures. The input from these audits are used in
improving the preparation and administration of other procurement
contracts on the same project or in other projects within the organization.
Procurement Negotiation
In all procurement relationships the final settlement of all outstanding
issues, claims, and disputes will be through negotiations. But in case of
Close Procurements
Once the contract is completed and the deliverables accepted or in case of
an early termination of the contract, the buyer provides the seller with
formal written notice that the contract has been completed. The letter will
be sent by the buyer’s authorized procurement administrator. The
requirements for formal procurement closure are usually defined in the
terms and conditions of the contract and are included in the procurement
management plan.
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Different Types of Contracts
Fixed–price Contracts
This category of contracts involves setting a fixed total price for a defined
product or service to be provided. Under the fixed price arrangement,
buyers must precisely specify the product or services being procured.
Changes in scope can be accommodated, but generally with an increase
in contract price.
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Cost–reimbursable Contracts
This category of contract involves payments to the sellers for all
legitimate actual costs incurred for completed work, plus a fee
representing seller profit. Three of the more common types of cost–
reimbursable contracts in use are Cost Plus Fixed Fee (CPFF), Cost
Plus Incentive Fee (CPIF), and Cost Plus Award Fee (CPAF).
In this lesson we learnt about the key processes in the project Procurement
Management process.
❑
421
Chapter – 12 : PRACTICE QUESTIONS
1. You have hired a company to produce a video training series but are not
sure of the detail needed. It agrees to pay the supplier for costs and a fee of
$37K US. What type of contract is this?
A. Fixed–price
B. Time and materials
C. Cost–plus–fixed–fee
D. Cost–plus
3. Cost Plus incentive contracts are advantageous due to the fact that they do
not require:
A. Detailed specifications
B. Comprehensive risk analysis
C. Highly experienced negotiation teams
D. A change control process
4. Which of the following would endure the most competitive and accurate price
for the scope of work intended to be procured?
A. Bidders conference
B. Personal meetings with sellers representatives
C. Advertisements
D. Procurement document
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6. In which of the following circumstance(s) would you most likely procure the
goods or services instead of producing them in–house?
A. Your company has excess capacity and your company can produce the
goods or services
B. Your company has no excess capacity and cannot produce the goods or
services
C. There are many reliable vendors for the goods or services that you are
attempting to procure but the vendors cannot achieve your level of quality
D. Your company has skills in a critical area that require development
7. What type of contract do you NOT want to use if you do not have enough
labor to audit invoices?
A. Cost plus fixes fee (CPFF)
B. Time and material (T&M)
C. Fixed price (FP)
D. Fixed price incentive fee (FPIF)
8. You are the project manager for the Goodwin Cabin Project. One of your
vendors is completing a large portion of the project. You have heard a rumor
that the vendor is losing many of its workers due to labor issues. In light of
this information, what should you do?
A. Stop work with the vendor until the labor issues are resolved.
B. Communicate with the vendor in regard to the rumor.
C. Look to secure another vendor to replace the current vendor
D. Negotiate with the labor union to secure the workers on your project.
9. You are working on a research and development project, and your customer
asks to include a particular component in the project. You know that you do
not have excess funds to incorporate this new work. What should you do?
A. Follow the contract change control process
B. Ask for more funds from the project sponsor
C. Negotiate with the customer for reducing some other work with similar
effort line
D. Remove some lower priority work from the scope to incorporate the new
requirement.
12. With a clear contract statement of work, a seller completes the work as
specified, but the buyer is not pleased with the results. The contract is
considered to be:
A. Null and void
B. Incomplete
C. Complete
D. Waived
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15. The contract is expected to cost $280k US. Actual costs are $240K US. There
is a 50/50% share for any cost savings. What is the total value of the contract?
A. $260K US
B. $240K US
C. $280K US
D. $300K US
16. In considering a contract type to use, what would be most attractive to the
seller and least attractive to the buyer as related on the project?
A. Fixed–price
B. Time and material
C. Cost–plus–fixed–fee
D. Cost–plus–percentage of cost
17. A project manager is in the execution phase of a highly visible project and a
major milestone is due in three weeks. The project manager has discovered
that a vendor’s deliverable for this milestone will be five weeks’ late. What
should the project manager do?
A. Do not report this problem in the status meeting
B. Meet with the team and brainstorm how to create a work around for this
problem
C. Halt all payments to the vendor until the deliverable is received
D. Report the status of the missed milestone
18. The knowledge that the team and stakeholders gain by actually performing
the project is known as
A. Team management
B. Best practices
C. Lessons learned
D. Cumulative intellectual capacity
19. When a project is being performed under contract, the product description
is provided by which of the following?
A. The buyer
B. The project sponsor
C. The project manager
D. The contractor
21. Benny is the project manager of MNC Project. He has hired an independent
contractor for a portion of the project work. The contractor is billing the
project $120 per hour, plus materials. This is an example of which one of the
following?
A. Cost plus fixed fee
B. Time–and–materials
C. Unit–price
D. Lump sum
23. When a vendor reports that he has completed all the procured work, what
should you as a project manager do next?
A. Complete scope validation
B. You and the vendor must both acknowledge that the work has been
completed by signing the purchase order as fulfilled
C. Inspect the work completed by the vendor
D. Pay the vendor according to the terms of contract
24. The tools and techniques of Conduct Procurements include all of the following
except:
A. Bidder Conference
B. Make or Buy analysis
C. Advertising
D. Independent estimates
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429
13.0 What is Project Stakeholder Management?
Project stakeholder management addresses the processes that are required,
• To identify people, groups or organizations that could impact or he
impacted by the project
• To analyse stakeholder expectation and their impact on the project
• To develop appropriate strategies for effective stakeholder
engagement towards project decisions and execution
• To focus on continuous communication to understand stakeholder
needs, addressing issues as they occur, managing conflict of interest
and fostering appropriate stakeholder engagement in project
activities and decisions. Stakeholder satisfaction should be managed
as a key project objective.
Key Terms
Change Log
All the changes that are being captured irrespective of infrastructure,
hardware, software, user request, internal request etc., The change log is
closely monitored throughout the project life cycle.
Communication Method
A systematic procedure, technique or process used to transfer information
among project stakeholders.
Issue Log
Issue Log contains the various issues need to be resolved or closed during
the project phase. All the issues that need to be closed which will otherwise
slow down the progress of the project.
Interpersonal Skills
Ability to establish and maintain relationships with other people.
Management Skills
All project managers need to have managerial skills like communication,
leadership, decision making etc., as part of their skills. These managerial
skills can be developed through academic curriculum and also through
experience.
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Identify stakeholders process uses specific tools and techniques, stakeholder
analysis and has a specific output in the stakeholder register. This register
is used as input for Plan Stakeholder Management Process.
Project Charter
The project’s high level scope, possible stakeholders such as customers,
sponsors and other projects/departments affected by the project can be
assessed from the Charter.
Procurement Documents
The parties involved in a procurement activity or contract, mentioned in
the procurement documents, are the key stakeholders in a project.
Stakeholder Analysis
This is a systematic process of identifying all the stakeholders and their
level of interest and influence in a project’s success. It also helps in
identifying stakeholder relationship (vis–à–vis project and stakeholders).
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Step 1. Brainstorm to identify all the stakeholders along with information
such as their roles, interests, expectations and influence levels. The key
stakeholders for any project would include anyone in a decision–making
role or management role, such as the sponsor, the customer, project
manager, etc. The other stakeholders can be identified by interviewing the
key stakeholders and expanding the list.
High power, Low interest people: work with these people to keep
them satisfied by meeting their respective needs (like compliance
and adherence to standards etc.)
Low power, Low interest people: monitor these people, but do not
bombard them with excessive communication.
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Fig. 13.4: Identify Stakeholders – ITTO
Expert Judgment
Analysis of stakeholders is done by individual consultations and/or a panel,
with a group of experts who have specialized training or knowledge. For
example, senior management, project managers who have worked in similar
projects, or industry groups can be approached to ensure a comprehensive
listing of stakeholders.
Meetings
Project meetings addressing the profile analysis, are designed to capture
an understanding of major stakeholders. The meetings can be used to
effectively exchange and analyze information on clarity of roles, interests,
knowledge and overall position of each stakeholder.
Stakeholder Register
It contains all the information related to stakeholders, which includes,
• Identification information
• Assessment information
• Stakeholder classification
The register shall be updated on a regular basis, as stakeholders may change
and or new ones may get added throughout the project lifecycle.
This process uses the Stakeholder Register for collecting, analyzing and
documenting stakeholder requirements, needs, their specific interests, and
any potential impacts on project success.
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Fig. 13.5: Plan Stakeholder Management – ITTO
Stakeholder Register
Refer to section 13.1.3 – Identify Stakeholders – Outputs
Expert Judgment
Project manager should use past experience and expertise to identify the
key stakeholders whose inputs and participation is paramount in achieving
the project objectives. In order to create a stakeholder management plan,
judgment and expertise should be sought from groups or individuals from
within the organization with specialized skills or subject matter expertise
or expertise available outside the organization through industry groups or
consultants.
Meetings
Meetings should be held with experts and subject matter experts to define
the required level of engagement of all stakeholders and the appropriate
channel/ level of project communication.
Analytical Techniques
It is critical for the stakeholder to be fully engaged at planned intervals
throughout the project lifecycle, for a successful project delivery. The project
team needs to constantly measure the level of engagement of the
stakeholders which could be measured as
• Unaware
• Resistant
• Neutral
• Supportive
• Leading
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It is necessary to develop appropriate communications (leading to action),
to facilitate each stakeholder to the desired engagement level.
Project Documents
Based on the project progress, the following shall be updated.
• Project schedule
• Stakeholder register
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13.3 Manage Stakeholder Engagement
This is a process of communicating and working with stakeholders to meet
their needs and expectations, addressing issues (if any) as they occur,
throughout the project cycle. This is part of the project execution process
group.
Change Log
A Change log is used to document changes that occur during a project and
communicated to the appropriate stakeholders.
Communication Methods
The methods of communication identified for each stakeholder in the
communication management plan are used during stakeholder management.
The project manager decides on the communication method after discussing
with the relevant stakeholders.
Interpersonal Skills
The project manager effectively applies interpersonal skills such as building
trust, conflict resolution, active listening and overcoming resistance to
change to manage stakeholder expectations.
Management Skills
Application of appropriate management skills to coordinate and harmonize
the group towards accomplishing the project objectives.
Issue Log
Management of stakeholder engagement may result in generating an issue
log. (A document listing ISSUES) This is updated regularly as current issues
are resolved and new issues added.
Change Request
Managing stakeholder engagement may result in a change request to the
product or the project. This may also include corrective / preventive actions
to the project itself or to the interaction with the impacted stakeholder, as
appropriate.
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Project Management Plan Update
Project Management Plan is updated, when new or changed stakeholder
requirements are identified.
• Stakeholder notification
• Project reports / Presentations / Records
• Feedback from stakeholders
• Lessons learnt
Issue Log
Management of stakeholder engagement is likely to generate an issue log.
(A document listing ISSUES) This is updated regularly as current issues
are resolved and new issues added.
Project Documents
Various documents generated during project schedule, stakeholder
register, issue & change log and project communications are used as
supporting inputs for controlling stakeholder engagement.
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Expert Judgment
Refer to section 4.3.2 – Direct and Manage Project Work – T & T
Meetings
Refer to section 4.3.2 – Direct and Manage Project Work – T & T
Change Request
Refer to 4.3.3 – Direct and Manage Project Work – Outputs
13.5 Summary
In this chapter we discussed all the process, tools & techniques involved in
Project Stakeholder Management. The Project Stakeholder Management
come into picture the moment the project is initiated. The stakeholders are
to be identified and their roles are well defined. It is essential to manage
the stakeholder engagement and control their engagement during the project
life cycle. We need to give more importance to the stakeholder engagement
rather than the stakeholder itself.
❑
1. The new CIO for Mega–Byte Compact Disk Corporation, George, brings John
into his office to discuss a new project that has been approved to improve
the security access to their corporate systems worldwide. George explains
the key objectives of the project, general time frame, and business value.
The CIO assigns John to be the project manager and ends the meeting. What
is the first thing John needs to do?
A. Determine the key stakeholders to have a kick–off meeting.
B. Find out how much money is available for the project.
C. Order new business cards that show he is the project manager.
D. Begin developing the scope definition.
2. You are a project manager for a software project. As you are defining the
high level description of the work you need to do, you sit down with all of
the project’s stakeholders and record all of the requirements you can get
from them. Which of the following is not a valid requirement from stakeholder
analysis?
A. The work the team does must be better than they did on their last project
B. There can be no more than 5% schedule variance on the project
C. The quality of the product must fit within organizational metrics for
software quality
D. The budget must be within 10% of our projected cost
3. During the execution phase of the project, you realize the subcontractors
are working with incomplete and different scope statements. As a project
manager, what should you do first?
A. Check the work completed against the correct scope statements
B. Review the scope of work with the stakeholders
C. Document the inconsistencies to management, calculating the cost of non–
conformance
D. Stop all activities until the scope of work is complete
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4. You are mentoring a junior project manager on his overall responsibilities
to stakeholders. He asks about educating stakeholders. What is a true
statement about educating stockholders?
A. He should leave education of the stakeholders to the project sponsor and/
or business area management.
B. He should educate stakeholders about project management processes.
C. He should educate stakeholders primarily on issues that affect the active
project.
D. Educating stakeholders is not a recognized responsibility of project
managers.
7. All of the following are examples of stakeholders that have a positive influence
on a project except for which one?
A. Business leaders in a community affected by a commercial development
project
B. Team members that will receive a bonus if the project is successful
C. Employees that prefer the older version of the software that a project is
replacing
D. Functional managers that want your project to complete so their
employees can move onto other projects
10. You are the project manager for the MNC Project. Your project will have
several human resource issues that must be coordinated and approved by
the union. Which of the following statement is correct about this scenario?
A. The union is considered a resource constraint.
B. The union is considered a management constraint.
C. The union is considered a project stakeholder.
D. The union is considered a project team member.
11. You are assisting a project manager for your organization. You currently
have a signed project charter. What other information do you need to conclude
the initiation process group?
A. Full project team
B. Work breakdown structure (WBS)
C. Network diagram
D. Stakeholder register
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14. You have requested that several of the stakeholders participate in the
different phases of the project. Why is this important?
A. It prevents scope creep
B. It allows for scope creep
C. It improves the probability of satisfying the customer requirements
D. It allows for effective communication
17. Near the end of your last project additional requirements were demanded
by a group of stakeholders when they learned would be affected by your
project. This became a problem because you had not included the time or
cost in the project management plan to perform these requirements. What is
the best thing you can do to prevent such a problem on future projects?
A. Review the WBS dictionary more thoroughly, looking for incomplete
descriptions
B. Review the charter more thoroughly, examining the business case for
“holes”
C. Pay more attention to stakeholder management
D. Do a more thorough job of solicitation planning
20. You are a project manager for a large installation project when you realize
that there are over 200 potential stakeholders on the project. Which of the
following would be the best course of action for you to take?
A. Eliminate some stakeholders
B. Contact your manager and ask which ones are more important
C. Gather the needs of all the most influential stakeholders
D. Find an effective way to gather the needs of all stakeholders
21. You are a construction project manager for your company, Landmark
Construction. You are defining the scope for a new project. The chief financial
officer defines project success as maintaining a balance of project costs and
profitability. The professional engineer describes project success as
implementing standard technical profitability. The project sponsor defines
project success as completing the project as planned. The project customer
defines project success as the presence of sales–promoting features. What
should you do as the project manager?
A. Follow the professional engineer’s opinion, since he’s the closest to the
work your project team will be completing.
B. Follow the project sponsor’s opinion, since he is in charge of the project.
C. Follow the chief financial officer’s opinion, since she is in charge of project
finances.
D. Complete stakeholder analysis to define the project objectives in
measurable terms.
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22. Which one of the following is an example of a positive stakeholder?
A. The comptroller within your organization
B. A customer who is eager for your project’s deliverable
C. An environmental group that has claims against your project
D. A union
2. Individuals who are not members of PMI but meet one or more of the
following criteria:
a. Non–members who hold a PMI certification
b. Non–members who apply to commence a PMI certification process
c. Non–members who serve PMI in a volunteer capacity
Key Words
Abusive Manner
Conduct that results in physical harm or creates intense feelings of fear,
humiliation, manipulation, or exploitation in another person.
Conflict of Interest
A situation that arises when the practitioner of project management has to
make a decision or perform some action that will give rise to a conflict of
interest between two individual or two organizations. The only way
practitioners can resolve conflicting duties is to disclose the conflict to those
affected and allow them to make the decision about how the practitioner
should proceed.
Duty of Loyalty
A person’s responsibility, legal or moral, to promote the best interest of an
organization or other person with whom they are affiliated.
PMI Member
A person who has joined the Project Management Institute as a member.
PMI–Sponsored Activities
Activities that include, but are not limited to, participation on a PMI Member
Advisory Group, PMI standard development team, or another PMI working
Practitioner
A person engaged in an activity that contributes to the management of a
project, portfolio, or program, as part of the project management profession.
PMI Volunteer
A person who participates in PMI–sponsored activities, as a member of the
Project Management Institute or non–member.
14.1 Responsibility
Description of Responsibility
Responsibility is our duty to take ownership for the decisions we make or
fail to make, the actions we take or fail to take, and the consequences that
result.
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Responsibility: Mandatory Standards
As practitioners in the global project management community, we require
the following of ourselves and our fellow practitioners:
14.2 Respect
Description of Respect
Respect is our duty to show a high regard for ourselves, others, and the
resources entrusted to us. Resources entrusted to us may include people,
money, reputation, the safety of others, and natural or environmental
resources.
14.3 Fairness
Description of Fairness
Fairness is our duty to make decisions and act impartially and objectively.
Our conduct must be free from competing self interest, prejudice, and
favoritism.
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disclosure to the affected stakeholders; we have an approved
mitigation plan; and we have obtained the consent of the stakeholders
to proceed
• We do not hire or fire, reward or punish, or award or deny contracts
based on personal considerations, including but not limited to,
favoritism, nepotism, or bribery
• We do not discriminate against others based on, but not limited to,
gender, race, age, religion, disability, nationality, or sexual orientation
• We apply the rules of the organization (employer, Project
Management Institute, or other group) without favoritism or
prejudice
14.4 Honesty
Description of Honesty
Honesty is our duty to understand the truth and act in a truthful manner
both in our communications and in our conduct.
Here are guidelines to help you establish a strong ethics foundation for
your project.
• Recognize that managing ethics is a process. Ethics management is
the process of reflection and dialogue,. that produces deliverables
such as codes, policies and procedures
• The goal of an ethics management initiative is preferred behavior
in the project environment
• The best way to manage ethical dilemmas, like negative project risks,
is to avoid their occurrence in the first place
• Make ethics decisions in teams, and make decisions public, as
appropriate
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• Integrate ethics management with other project practices. Define
preferred ethical values directly in the project plan
• Use cross–functional teams to develop your ethics management
plan. Benefit from varied input
• Value forgiveness Help project personnel recognize and address
their mistakes and then support them to continue to try to operate
ethically
• Give yourself credit for trying Attempting to operate ethically and
making a few mistakes is better than not trying at all. All projects
are comprised of people and people are not perfect
Tell the Truth and Tell it Fast: Communicate frequently, invite everyone,
answer all questions willingly and truthfully.
Cultural Competencies
As modern business continues its evolution to becoming a world community,
project managers increasingly find themselves managing multicultural
teams. Many projects today are even global in scope, with project teams
working from different locations around the world.
Today’s project managers must add ‘cultural competency’ to their long list
of general management skills.
To become truly expert and fluent in cultural competencies, you could spend
a lifetime studying and traveling. For our purposes, maintaining a
professional sensitivity to cultural differences and knowing a few basic
‘rules’ should be adequate.
Differences
Differences exist, not only between countries, but within a country’s own
borders as well. Some key differences between countries:
• Physical time
• Perceived time
• Monetary policies
• Procurement practices
• Negotiating practices
• Language
• Body language
• Education
• Governments
• Management styles
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• Trust
• Risk thresholds
• Quality standards
• Travel constraints (country infrastructure)
DO:
• Develop your cultural self–awareness
• Set realistic expectations for yourself and others
DON’T:
• Assume similarity
• Try to adopt the orientations of the other culture. Adaptation does
not mean adoption
• Dwell on comparing the other culture with your own
• Evaluate the other culture in terms of good or bad
• Assume that just being yourself is enough to bring you cross–cultural
success
Here are a few things you can do to help develop multicultural excellence:
• Multiple languages: Recruit core team members who speak multiple
languages
• Multicultural experience: Provide core team members with
multicultural experiences
• Cross–cultural experience: Arrange cross–cultural experiences for
extended team members
• Continuous improvement: Acknowledge the continuous need to
improve cross–cultural experiences for all team members
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14.9 Across the Miles, Keep Team Members Feeling Con-
nected
It is important to let offsite project team members know they mean more to
the project than just deliverables, an email address or a teleconference voice.
Although personal events have little to do with work, make it a routine
practice to acknowledge events such as birthdays, weddings, births and
graduations.
14.10 Summary
In a broad sense, professional and social responsibility to a project manager
means –
Do the right thing, follow the right process, act ethically, fairly and
professionally towards team and stakeholders, watch for conflicts of
interests, report violations, deal with problems, put the project’s needs
before you own, share lessons learnt and enhance competence
❑
1. You are the project manager for MNC Project. This project takes place in a
different country. The project leader from this country presents a team of
workers that are only from his family. What should you do?
A. Reject the team leaders recommendations and assemble your own project
team
B. Review the resume and qualifications of the proposed project team before
approving the team
C. Determine if the country’s traditions include hiring from the immediate
family before hiring from outside the family
D. Replace the project leader with an impartial project leader
2. You are about to begin negotiation on a new project that is to take place in
another country. Which of the following should be your guide on what business
practices are allowed and discouraged?
A. The project charter
B. The project management plan
C. Company policies and procedures
D. The PMP Code of Conduct
4. The human resources department wants to hire new project managers from
within the company. They can choose from the following candidates:
Candidate A has good management knowledge
Candidate B has good project management knowledge
Candidate C has solid technical knowledge
Candidate D has general management, project management, and technical
skills. Who is the best candidate?
A. Candidate A
B. Candidate B
C. Candidate C
D. Candidate D
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5. Which of the following should be the correct guiding principle for managing
an international project with teams, stakeholders, and destination of project
deliverables across several countries?
A. Laws of the destination country would prevail over others
B. Performing organizations host country’s laws would prevail
C. Ensure that the fundamental laws or human rights are not violated and
legality of any stated common practice is ascertained, in accordance with
regulations of the destination country
D. Project triple constraint of scope, schedule, and cost shall prevail over
other considerations
7. You are the project manager of a large project that is scheduled to last five
years. Nancy, a project team member, reports that she has taken a laptop
computer from work to complete project reports at home. George, another
project team member, reported the laptop computer as stolen. Because Nancy
did not have permission to take the computer out of the office, she did not
say anything when the computer was reported as stolen. Now the insurance
company has paid for a new computer. Nancy felt guilty and scared for more
than a month and has now confessed. You believe she has no intention of
stealing the computer, but wanted to work on the project from home. What
should you do?
A. Remove Nancy
B. Require Nancy to pay for the laptop
C. Follow your company policies for inappropriate removal of hardware
D. Have Nancy put the laptop back in inventory and keep this a secret
9. While studying for your PMP exam, you are invited to participate in a study
group. At your first meeting another attendee announces that he has “real,
live questions” from the PMP exam. What should you do?
A. Examine the questions
B. Report the questions
C. Leave the study group
D. Ask where the person got the questions so you can report the testing
center to PMI
10. Your company does not allow project managers to accept gifts from vendors
of any kind. A friend that you have known for years now works for a vendor
that your company may be doing business with. Your friend from the vendor
asks you to lunch to discuss an upcoming project and you accept. When the
check arrives at the lunch table your friend insists on paying. You should:
A. Allow the friend to buy because you have been friends for years
B. Allow the friend to buy because lunch isn’t really a gift
C. Don’t allow the friend to buy because your company does not allow any
gifts from vendors
D. Insist that you purchase your friend’s lunch and your friend buys yours
11. Over lunch with another project manager, you discuss ways to identity risks
on your project. The next day a project manager sends you risk identification
software created by her company with a copyright date of 1998. What should
you do?
A. Find out if using an old format would be acceptable
B. Obtain approval from your legal department
C. Share some of your templates with her to improve her company’s abilities
D. Send the software back
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12. You are the project manager for your organization. Jenny is a project team
member on your project, and she is consistently late with her assignments.
While Jenny is late, her work is always excellent. Which of the following is
not a corrective action you should take?
A. Remove jenny from the project team
B. Assign other project team members to help Jenny complete her work on
time
C. Determine why Jenny’s work is late
D. Assign Jenny to noncritical activities
13. A company puts a new product into the market place without any reports of
problems. However, your internal research indicated that there is a
possibility of two serious injuries per year and would cost $20,000,000 to fix.
What should you do?
A. Make the modifications necessary in current products
B. Recall all existing products
C. Wait until an injury to verify the impact
D. Obtain insurance to cover the anticipated damages
14. You receive 25 new computers from a seller, but were expecting only 20.
While looking at the contract, you see that it says “seller to provide twenty
(25) computers.” What should you do first?
A. issue a change order through the contract manager
B. Return the five extra computers
C. Make payment for the 25 computers
D. Call the seller and ask for clarification
15. While working on a project in another country, you are asked to make a
“facilitating” payment so the country officials will issue a work order. What
should you do?
A. Make the payment
B. Ask the person for proof the payment is required
C. Seek legal advice on whether such a payment is a bribe
D. Do not pay and see what happens
18. You are taken to lunch by one of your sellers who has become a friend. He
gives you an opportunity to participate in a new venture in association with
his company, unrelated to your current employment. What should you do?
A. Refuse to participate
B. Participate
C. Participate but advise your employer of the offer
D. Request your employer’s consent for your participation
19. The disorientation experienced by people who suddenly find the living and
working in a different environment is known as:
A. Cultural shock
B. Sociocentrism
C. Temporal shock
D. Ethnocentrism
20. A project involves teams from three locations across different regions of the
world. What should the project manager address actively to ensure virtual
teaming?
A. Communication management
B. Orientation of team members in cultural diversity
C. Working with teams in different time zones
D. Communication methods to be used
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21. A project manager needs five areas of expertise to be successful. Which one
is not one of the five areas of expertise?
A. Application area knowledge
B. An understanding of the project environment
C. PMP or CAPM certification
D. Interpersonal skills
24. All of the following are socioeconomic influences that frequently affect
projects except:
A. Standards and regulations
B. Procurement statement of work
C. Internationalization
D. Cultural influences
25. The most important document for running a status meeting professionally
is:
A. The WBS
B. The scope Statement
C. An agenda
D. SOW
1. Answer: B
Did you forget that in a matrix organizational the functional manager controls
the resources?
2. Answer: B
Project manager can take decision on contingency reserve. Only for accessing
management reserve we need permission from top management.
3. Answer: A
One of the most important things that you do as a project manager is to
constantly monitor the project and take, appropriate action whenever there
is a change.
4. Answer: B
Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet project requirements. This is a direct
quote from the PMBOK. A, C, and D do not describe what project management
is.
5. Answer: A
The requirements to complete the project in three months using only four
resources is an example of constraints. Constraints are limitations in project.
6. Answer: C
The monitoring and controlling process group provides feedback between
project phases. A, B, and D are all incorrect because these process groups do
not provide feedback between project phases.
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ANSWERS FOR PRACTICE QUESTIONS
7. Answer: C
If your project is broken up into phases, you should have a kickoff meeting at
the start of each phase. During that meeting you talk about lessons learnt
from past projects and establish the way people will communicate as the
project goes on.
8. Answer: B
Mary is working for a projectized organization. In those companies, the
project manager has authority over the team as well as the project.
9. Answer: A
The end of a phrase is also known as kill point. In some instances, this may
also be called a phase gate.
10. Answer: D
Rolling wave planning is a form of progressive elaboration planning where
the work to be accomplished in the near term is planned in detail. The work
to be accomplished at a later date are only planned at a very high level.
11. Answer: C
12. Answer: B
There are many reasons for authorizing a project. Remember that the reasons
for authorizing a project are most often market-driven and usually contain
the constraints of cost and schedule.
13. Answer: D
A deadline for the project is an example of a schedule constraint. All of the
other choices represent project assumptions.
14. Answer: A
Not all information in the PMBOK should be applied uniformly to all projects.
It is the responsibility of the project management team to determine what
practices are appropriate for each Project B, C, and D are all false statements
regarding the implementation of the PMBOK.
15. Answer: C
A program is a collection of related projects managed and coordinated to
gain a higher level of control. A, B, and D do not accurately describe a
program.
17. Answer: B
Project managers typically do not select the projects to be initiated. The
project selection committee, customers, or project sponsors are typically
responsible for this. A, C, and D are all incorrect choices because the project
manager is responsible for these activities.
18. Answer: A
The Project Management Office (PMO) supports the project manager through
templates, standardized policies, and software. B,C, and D do not fully answer
the question. So these answers are incorrect.
19. Answer: A
If you define your final deliverable any later than this, you may find that you
have a moving target.
20. Answer: A
This project was launched because the customer requested for a new
component. Answer B is incorrect because the project is not a response to a
change in technology, but a customer request. Answer C, a legal requirement,
is not correct because this actually refers to a law or mandated regulation
that has been created.
21. Answer: B
Given that estimates are roughly the correct number, your task as a PMP is
to get as close as you can to the actual costs. This can often be very difficult.
You owe it to the project sponsor to make a concerted effort to get close to
correct every time you do an estimate.
22. Answer: A
Stakeholder influences, risk and uncertainty are greatest at a start of the
project. These factors decrease over the life of the project.
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ANSWERS FOR PRACTICE QUESTIONS
23. Answer: A
Strong Matrix is the correct answer. Next to a projectized form of organization,
a strong matrix gives the most authority to the project manager.
24. Answer: C
This is because the project team members may have reporting lines to more
than one person, which causes complex communication and authority issues.
25. Answer: D
Senior management is responsible for portfolio management. Project
managers are responsible for a project’s success, but not the portfolio. Answer
B, project sponsors, authorize projects. Answer C, stakeholders, is an
incorrect choice as it is too vague an answer to be acceptable.
1. Answer: A
Initiation process is performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase.
Stakeholders might be identified in the Initiation process in Identify
Stakeholder process.
2.
3. Answer: C
Statement of Work (SOW) . A narrative description of products, services, or
results to be supplied, business needs, product scope description and
strategic plan.
4. Answer: A
Project team is determined after establishment of a project charter and
assignment of project manager. This takes place in the planning phase of
the project. All other activities are completed during the initiating phase of
the project.
5. Answer: C
Project statement of work, business case, agreement, Enterprise
Environmental factors and Organizational process assets are inputs to
Develop project charter; Project charter is the output.
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ANSWERS FOR PRACTICE QUESTIONS
6. Answer: B
The project sponsor creates and issues the project charter. Answers A, C,
and D list groups who can assist in creating the project charter but do not
have the responsibility to issue the project charter.
7. Answer: D
The project management plan communicates how the project will be executed,
monitored and controlled, and then closed. A and B both describe components
of the project charter. Answers A & B, reflect the purpose of Project Charter.
Answer C does not answer the question.
8. Answer: D
When developing the project management plan, expert judgment is utilized
to tailor the process to meet the project needs. Develop technical and
management details to be included in the project management plan.
Determine the resources and skill levels needed to perform project tasks.
Define the level of configuration management to apply on the project and
determine which project document will be subject to the formal change control
process.
9. Answer: B
The team did not find the dependency and a network diagram was not used.
10. Answer: D
The primary purpose of the project management plan is to define how the
project will proceed. A and B are incorrect choices, as these address only the
project work. C is incorrect, as this answer only addresses the project’s change
control system. The Project Management plan documents the actions
necessary to define, prepare, integrate, and coordinate all subsidiary plans.
11. Answer: A
Changes are found in Monitor and Control Project Work process; they are
approved in perform Integrated Change Control and implemented in Direct
and Manage Project work process. When you are monitoring and controlling
the project, you are always looking for changes that might need to be made
to your plan and you are analyzing their impact. Then you represent those
changes to the change control board for approval. If they approve, you
implement them in the Direct and Manage project Execution process.
13. Answer: D
Talk to the research department to understand the reasons for the changes.
Answer A, B and are not best choices.
14. Answer: A
The project management plan should continually be updated to reflect
modifications to the project.
15. Answer: D
As per PMBOK, “closure” will include the development of the index and
location of project documentation using the Configuration Management
System. Hence, “OPA” will be updated with new documents from the current
project.
16. Answer: D
Project Management Plan, Work performance report, Enterprises
Environmental Factors, Organizational Process Assets and Change requests
are inputs to perform Integrated change control process.
17. Answer: B
The change control board’s responsibilities should be agreed upon by the
project stakeholders. A change control board is usually necessary to approve
or reject project change requests. Answers A, C, and D are incorrect because
the change control board’s main focus is to approve or reject change requests
and not changes to the project plan, work breakdown structure, or selection
of project team resources.
18. Answer: B
Once you’ve understood the impact of the change to your schedule, budget,
and scope, the next step is to take the change request to the Change Control
Board. If they approve your recommendation, then the request will be
approved and you can update your baseline and implement the change.
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ANSWERS FOR PRACTICE QUESTIONS
19. Answer: B
You will have to be careful with such situational questions in the PMP exam.
The situation is that there are scope conflicts among key stakeholders. The
question also states that you, the PM already have realized / decided to give
careful attention to ICC, which means how to effectively execute ICC. Stated
differently, ICC is what is described in B. Because the question states that
you as the PM have already realized what needs to be done, answers A.C,
and D are irreverent.
20. Answer: C
A change request is an input to Perform Integrated change control process.
Options A, B and D are outputs.
21. Answer: B
The director of sales and all stakeholders need to follow a formal change
request process. Verbal change requests are not valid.
22. Answer: C
As per PMBOK, various inputs to the “Close Project” process are PM Plan,
Accepted Deliverables, and OPA. The final product is an output of the “Close
Project” process.
23. Answer: C
Post-implementation audits are similar to lessons learnt in that they review
and document a project’s successes and failures, look for possible
improvements for future projects, and evaluate the project goals and compare
these to the end project.
24. Answer: C
Project or phase closure is the process of obtaining acceptance from the
customer or sponsor, conduct post project or phase end review, record impacts
of tailoring to any process, document lessons learnt, apply appropriate
updates to organizational process assets, archive all relevant documents and
close out procurements.
1. Answer: D
The outputs of plan scope management are scope management plan and,
requirements management plan.
2. Answer: D
The requirements management plan describes how requirements will be
analyzed, documental and managed. A, B, and C, are not correct.
3. Answer: D
Inspection is performed in Validate Scope. All other Tools and Techniques
are part of Collect requirements process.
4. Answer: B
The project scope statement and project document updates are outputs of
Define Scope process.
5. Answer: B
The scope baseline (WBS + WBS D + Scope Statement) is an input to all of
these choices. However, team buy-in (choice B) is a direct result of the WBS
creation process, while the other choices use the WBS to assist in their
completion.
6. Answer: B
Project charter is not required during creation of WBS. Answers A, B and D
are inputs to the process.
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ANSWERS FOR PRACTICE QUESTIONS
7. Answer: A
The requirement management plan in not part of the scope baseline.
8. Answer: D
The WBS Dictionary is an output of the Create WBS process. It is created
along with the WBS and gives all of the details about each work package in
the WBS.
9. Answer: C
The lowest level of the WBS is a work package, which can be performed by
more than one person. Generally called as 8/80 rule. Work package duration
ranges from 8 hours to 80 hours.
10. Answer: B
A work package is located at the lowest level of a work breakdown structure.
11. Answer: C
The WBS Dictionary is the complementary document to the WBS. It gives
all the details about each work package in the WBS including estimates and
billing information.
12. Answer: B
Scope baseline and project document updates are outputs of Create WBS
process.
13. Answer: C
Create the WBS is the process that follows plan score management and define
scope. Answers A, B are incorrect because they do not follow the PMBOK
process flow.
14. Answer: B
Although it might be true that Ralph does not have the insight into
her project, Sally’s first step should be to review the WBS and be sure
it is at a sufficient level of detail to provide the accurate estimates.
Answer A is incorrect because re-interviewing SMEs does not address the
root of the problem. Sally can do so after she has examined the WBS.
Answer C is incorrect because a good project manager will always
want to produce the best quality project, and the quality control
function if it is auditing a project probably has some knowledge
of the corporate projects and general expectations. Answer D is incorrect,
although it does happen often in real life.
16. Answer: B
The decomposition of the project scope creates the WBS. The bill of materials
defines all the materials the project requires to be completed. An
organizational breakdown structure is similar to an organizational chart.
The activity list is created after the WBS has been created.
17. Answer: D
The WBS of the previous project can serve as a WBS template for the current
project. Inspecting the deliverables of the previous project will not necessarily
help in planning the current project. The Royal Office Complex Project’s
risk matrix may help guide risk assessment, identification, and risk process,
but the WBS will help even more. The financial controls will most likely be
universal to all projects within your organization.
18. Answer: C
The code of accounts is assigned to the elements in the WBS.
19. Answer: B
WBS is created by the project team. It ensures that all work on the project is
included. It also helps organize and define all work on the project. WBS can
get updated at define activities or due to approved changes to scope.
20. Answer: A
WBS is organized with increasing detail of work with each descending level
in the structure. All other statements do not hold true for WBS.
21. Answer: A
Decomposition subdivides the major deliverables into smaller components.
It is a tool and technique of Create WBS process.
22. Answer: B
Project management plan, Requirement documentation, Requirement
traceability matrix, validated deliverables and work performance data are
inputs to Validate Scope process. Answer A, B and C are incorrect.
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ANSWERS FOR PRACTICE QUESTIONS
23. Answer: D
Control Quality is concerned with the correctness of the work, while validate
scope is concerned with the customer accepting the work.
24. Answer: B
Inspection is examining or measuring to verify whether an activity,
component, product, result, or service conforms to specified requirements.
Inspection is sometimes called reviews, product reviews, audits and walk
through. See PMBOK Page No.124.
25. Answer: D
Options ‘A’, ‘B’ and ‘C’ are, also legitimate components of the Control Scope
process. However, the question asks you to determine where the project
manager should dedicate a primary focus. Since Control Scope involves efforts
to monitor scope performance, manage changes to project scope and help
ensure that scope changes are beneficial, the primary thing that should be
focused on is preventing unnecessary changes, Option ‘D’. Once changes are
deemed to be appropriate, then the other 3 options would come into play.
1. Answer: B
The network diagram shows the sequencing and length of the activity. The
responsibility assignment matrix shows who is responsible for what and does
not include time. The WBS shows what work is in the project but does not
focus on how long it should take. The budget deals with the costs of the
project, not time.
2. Answer: C
Providing additional hours as a contingency is a risk mitigation strategy;
therefore, Answer C is the best option because we are talking about time.
Answer A is incorrect because padding has no basis and is not quantified as
a risk or any other type of estimate. Padding is highly discouraged by PMI.
Answer B is incorrect because adding contingency is not acceptance of a
risk, it is mitigation. Answer D is not the best answer, although what Raymond
is doing is a form of mitigation.
3. Answer: D
Develop Schedule includes all work and uses all inputs needed to come up
with a finalized, realistic schedule. One would need time reserves (choice D)
in order to complete a schedule. All of the other items are parts of schedule
control and occur after Develop schedule.
4. Answer: C
The key to this question is the phrase “constant number used each month.”
Only resource leveling, choice C, has such an effect on the schedule.
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ANSWERS FOR PRACTICE QUESTIONS
5. Answer: B
Monte Carlo analysis is technique that computes or iterates, the project cost
or project schedule several times using input values selected at random from
probability distributions of possible costs or durations, to calculate a
distribution of possible total project cost or completion dates.
6. Answer: B
Any delay in the critical path will delay the project. Hence the project team
has to focus on critical activities while managing the project.
7. Answer: B
PERT=0 + P +4ML /6 = 40 + 180 + 50* 4=420/6=70. Hence Answers A, C and D
are not correct
8. Answer: A
Slack and float are interchangeable terminologies. Lag is a delay between
activities on a network diagram. GERT and PERT are tools and techniques
of the Develop schedule process.
9. Answer: C
Resource leveling is a form of schedule network analysis in which schedule
decisions are driven by resource constraints e.g., limited resources availability
or difficulty in managing changes in resource availability levels.
10. Answer: A
Of all the choices presented, A is the best description of the critical path.
The critical path is the path with the longest duration. There can be instances,
however, when the project’s expected end date is well beyond the duration
of the scheduled work. In such cases, the critical path is considered the path
with the least amount of float. Choices B, C, and D are incorrect because
they are false descriptions of the critical path. The critical path has no float,
has the longest duration, and does not necessarily have the most expensive
activities.
11. Answer: B
A task’s slack is computed as LF – EF or LS – ES, where LS = Late start, LF
is the late a finish, we have option B which is the definition of slack. Hence
Option A & C are irrelevant. Option D would have been consider if it is LS –
ES and hence option B is right
13. Answer: B
A resource calendar provides details on those dates when a specific resource
has been idle or active. Typically it defines resource specific holidays and
resource availability periods. A project calendar provides a list of working
days or shift periods during which project work has been scheduled. This
typically defines holidays, weekends, and shift hours. Answers C and D are
not valid options.
14. Answer: C
Project management software can predict the project schedule based on
activity duration, team calendars, and the project calendar. Project
management software does not manage project. Software can help create
the project plan, but it cannot create it for the project manager and the project
team. Project management software does not provide quality control.
15. Answer: B
This is an example of the 0/100 rule. This completion method allows for zero
percent credit on an activity until it is 100 percent complete. Choice A allows
for 50 percent completion when the work begins and 50 percent when the
work is completed. Choices C and D are incorrect responses, as they do not
describe the scenario.
16. Answer: B
A 68 percent probability is calculated using plus or minus one standard
deviation, a 95 percent probability uses plus or minus two standard
deviations, and a 99 percent probability uses plus or minus three standard
deviations.
17. Answer: B
CPM is calculated using deterministic value not expected value.
18. Answer: D
What If scenario analysis. This is an analysis of the question “What if the
situation represented by scenario ‘X’ happens?” The most common technique
is Monte Carlo Analysis, in which there is a distribution of possible outcomes
for the total project.
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ANSWERS FOR PRACTICE QUESTIONS
19. Answer: C
Total float and free float (choices A and B) are the time an activity can be
delayed without impacting the entire project or the next activity. CPM
(Choice D) is a schedule network analysis technique, not waiting time.
20. Answer: C
Looking at this situation, you see that there are three paths through the
network. They are (1) Start, A, C, E, F, End with duration of 40+ 35+ 10+ 22
or 107. (2) Start, A, C, D, End with duration of 40 + 35 + 30 or 105 . And start
B, D, End with duration of 25+30 or 55. If the duration of the activity B
changes from 25 to 37, the activity will take 12 hours longer. As the activity
is only on the third path, it will only change the duration of that path from
55 to 55 + 12 or 67 hours. Since the duration of the critical path is 107 hours,
the delay with activity B will have no impact on the project’s timeline or the
current critical path.
21. Answer: C
This one drove you crazy didn’t it? Re-read the question! When you look at
the range of each choice, you will see that choice. A is ten days, choice B is
eight days, and choice C is seven days. The range of estimates with the
smallest range is the least risky. Therefore, the answer is C. The words +/-3
sigma is extraneous. Practice reading questions that are wordy and have
extraneous data.
22. Answer: D
Fast tracking is getting tasks done in parallel or concurrently i.e. concurrent
engineering.
23. Answer: A
This question tests your knowledge about a number of topics. There can often
be more than one critical Path. (Choice B) but you might adjust to decrease
risk resulting in only one critical path. Choice C uses the word “will” . The
network diagram may or may not change, depending on the amount of
schedule reserve and the reason for the change to the schedule. You can
have negative float (choice D) if you are behind schedule. Only choice A is
correct.
24. Answer: C
Task standard deviation = (P-O)/6 = 15-10/6= 5/6 ~ 0.8
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ANSWERS FOR PRACTICE QUESTIONS
Chapter – 7
1. Answer: A
Project Cost Management is nothing but the processes involved in estimating,
budgeting and controlling costs so that the project can be completed within
the approved budget.
2. Answer: B
It is order of magnitude estimate. This will be done at the initial state of
estimation based on historical information; estimation may vary between -
50 to +50 of actual estimates.
3. Answer: B
Answer A adds the profit margin, which has to do with pricing, not cost.
Answer C is similar, but is dealing with competitive pricing. Answer D is
incorrect because in a decorating project, the raw materials can be
significantly different, even if it is the same size and type of house. Answer
D also does not factor in labour.
4. Answer: B
Estimate Costs is the process of developing an approximation of the monetary
resources needed to complete project activities.
5. Answer: B
Estimate Costs is the process of developing an approximation of the monetary
resources needed to complete project activities. Option B is the incorrect
statement. All other options are parts of Estimate Costs Process.
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ANSWERS FOR PRACTICE QUESTIONS
6. Answer: B
The opportunity cost is the amount of the project that the organization cannot
execute. Answer A is incorrect, as the $12,000 represents the difference
between the two projects. Answer C, $229,000, is incorrect, as this is the
amount of the GMS project. Answer D is incorrect because this is not an
accurate statement.
7. Answer: A
A Bottom up estimate of project is more accurate than other types of estimates.
Option B order of Magnitude or option C preliminary estimate are calculated
at very early stage where many project components will be at very high level.
Option D Conceptual Estimate is a wrong answer as no such estimates is
being considered in project management.
8. Answer: C
The straight-line depreciation takes the purchase value of the item, minus
the salvage price of the item, divided by the number of time periods. In this
it would instance, be $10,000 minus $1000, or $9,000. The $9000 is divided by
five years and equates to $1800 per year. A, C, and D are all incorrect, as
they do not reflect the correct calculation.
9. Answer: A
A definitive estimate should be within the range -5% to +10%. The accuracy
range of a budget estimate is usually within -10% to +25% while an order of
magnitude estimate made during the initiating phase is within -25% to +75%.
10. Answer: C
A cost performance baseline is an authorized time phased budget at
completion (BAC) used to measure, monitor and control overall cost
performance of the project. It is an output of determine budget process.
11. Answer: C
Taking a great amount of time to create is not an advantage of estimating.
All of the answers are advantages of the bottom-up estimate.
12. Answer: D
Activity cost estimates, Basis of estimates, Scope baseline, Project schedule,
Resource calendars, Agreements, Organizational process assets, cost
management plan and risk register are inputs to Determine budget process.
A Procurement Management plan is an output of the Plan Procurements
process.
14. Answer: B
The cost performance baseline is displayed as an S curve because of the way
the project spending occurs. Spending begins slowly, picks up speed until
the spending peak is reached and then tapers off as the project draws to a
close.
15. Answer: C
Expert Judgment, Analogous Estimating, Parametric Estimating, Bottom-
up Estimating, Three-point Estimates, Reserve Analysis, Cost of Quality,
Project Management Software, Vendor Bid Analysis, Group decision-making
techniques are Tools and Techniques of the Estimate costs process. Earned
value management is a technique used in Control Costs process.
16. Answer: A
Cost Management Plan is the document that sets the format and establishes
the activities and criteria for planning, structuring, and controlling project
costs. The Cost Management Plan is contained in or is a subsidiary plan of
the project management plan.
17. Answer: C
Cost baseline is nothing but cost aggregation of all activities to project level
(bottom up) with Contingency reserve. Answer A, is wrong, total cost will
not have reserves. Answer B, is wrong it talks about time. Answer D is Cost
Budget.
18. Answer: B
The methodology is EVM; the technique is EV.
19. Answer: C
You can find out the actual cost that was spent on a project, even if only
some project metrics are provided. In this case, if you only have CPI and EV,
you can figure out the AC by writing down the formula that has all three of
them: CPI = EV / AC. Now flip the formula around: AC = EV CPI = $172,500
/ 0.92 = $187,500.
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ANSWERS FOR PRACTICE QUESTIONS
20. Answer:C
To answer this question, you will first have to calculate EAC because you
need that result to plug into the ETC formula. The correct formula for EAC
for this question is as follows: (AC + BAC) –EV. Therefore, EAC for this
question is as follows: (200 + 375) – 250 = 325. ETC is calculated this way:
EAC –AC. Therefore, ETC is as follows: 325 – 200 – 125.
21. Answer: A
Estimate to complete (ETC) calculates how much more of the budget is needed
to complete the project if everything continues at the current level of
performance.
22. Answer: B
CPI = EV/AC = 145/138 = 1.05
EAC = AC + (BAC-EV)/CPI (typical in future) = 138 + (200-145)/ 1.05 = 190.4
or EAC = BAC /CPI.
23. Answer: D
SPI = EV/PV = 300000/375000 = 0.8, i.e you have only consumed 80% of the
rate originally planned.
24. Answer:C
Cost Variance CV = EV = 475-425 = 50 and Schedule Variance SV = EV-PV =
475-500 = -25. So, this project is behind the schedule, and costs are lower
than planned.
25. Answer: C
VAC = BAC-EAC = 525-200 = 325
1. Answer: C
Safety measures are cost of conformance to quality. If measures are not
taken, accidents may happen and the project may be stopped for investigation
and rework and the measures. Rework is an example of the cost of non-
conformance to quality. When work is unacceptable, it has to be corrected.
Corrective actions are part of the cost of non-conformance to quality. When
work, performance, and other components are unacceptable, corrective
actions steer the project back online. When customers get disgusted due to
quality issues, they will find other providers.
2. Answer: A
As a general rule, one cannot say that quality (as defined in the question) is
either of high or low cost (Choices B and C) or that provides the minimum
price (Choice D). It does give the customer what he/she customer wanted,
which may not be the lowest or highest cost.
3. Answer: A
Customer satisfaction is an important part of the modern quality
management. Remember, customer satisfaction is about making sure that
the people who are paying for the end product are happy with what they get.
You can ensure that customers are happy by meeting their needs and
developing a product that meets his requirements.
495
ANSWERS FOR PRACTICE QUESTIONS
4. Answer: A
A quality management plan describes how the project management team
would implement the quality policy of the project. Therefore, the
organization’s quality policy as it applies to the product and scope of the
project would need to be clearly established. The project scope statement
and product description are relevant inputs to determine the quality planning
of the project. Schedule baseline documents the accepted schedule
performance measures including start and finish dates. Checklists are specific
documents that are determined during quality planning for different
deliverables of the project.
5. Answer: D
Stakeholder register, Risk register, Enterprise Environmental Factors,
Organizational Process Assets, Project management plan and requirement
documentations are inputs to Plan quality management process. When taking
the examination, make sure that you noted when a question is asked in the
negative mode or positive mode.
6. Answer: C
Quality management is all about ensuring that the product you are building
conforms to your customer’s requirements. If you have done a good job of
gathering and understanding those requirements, all of the measurements
you take on your project should help you see if what you are building will
make your clients satisfied in the end.
7. Answer: C
If the occurrence or non=occurrence of an event does not affect the probability
of another event occurring, it is known as statistically independent events.
8. Answer: A
Training for the project team is the cost of quality. Answer B, the cost of
poor quality, is incorrect because this would be the costs the project would
incur if it did not ascertain the expected level of quality. Sunk costs describe
the amount that has been spent on a project already, so Answer C is not
correct. Answer D, contingency allowance, is an amount of fund allotted to
cover cost overruns in a project.
10. Answer: C
According to PMBOK, flowcharting can help the project team anticipate and
identify where quality problems might occur on the project, which in turn,
helps the team develop alternative approaches for dealing with quality issues.
11. Answer: A
Choices B and C are components of a quality management plan. The quality
management plan is part of the project management plan. The best answer
is choice A, the quality management plan.
12. Answer: D
Perform Quality assurance is the process of auditing the quality requirements
and the results from quality control measurements to ensure that appropriate
quality standards and operational definitions are used.
13. Answer: C
Monitoring and determining specific project results for compliance to quality
standards are parts of the perform quality control process. Therefore,
deliverable results are inputs to control quality process, and not to the
perform quality assurance process. Quality management plan describes how
the project management team will implement its quality policy.
14. Answer: D
Perform Quality Assurance is the process of auditing the quality
requirements and the results from quality control measurements to ensure
appropriate quality standards on operational definitions are used. Six sigma
and Pareto charts are used to represent the execution trending of a process,
while organization quality practices refer to how quality is managed and
considered in the enterprise.
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ANSWERS FOR PRACTICE QUESTIONS
15. Answer: D
Quality audits can confirm the implementation of approved change requests
including corrective actions, defect repairs, and preventive actions.
16. Answer: C
The main idea is that preventive actions are better than corrective ones.
17. Answer: C
Marginal analysis provides that optimal quality is reached when the cost of
the improvements equals the incremental costs to achieve the quality. A, B,
and D are incorrect. These answers do not describe marginal analysis.
18. Answer: A
Quality audits when performed correctly will determine if the product is fit
for use and meets safety standards.
19. Answer: A
Quality checklists are used to ensure that quality assurance steps were
followed.
20. Answer: C
Quality control measurements, validated changes, validated deliverables,
organizational process assets updates, change requests, Project management
plan updates, project document updates and work performance information
are outputs of control quality process. Quality management plan is the output
of Plan Quality management process.
21. Answer: B
The benchmarks provide a guide for the project manager. They come from
previous projects and can be used to construct plans for a new project. In
addition, they can be used as measuring devices.
22. Answer: C
The Quality Audit effort to correct any deficiencies should result in a reduced
cost of quality and an increase in sponsor or customer acceptance of the
project’s product. Quality audits may be scheduled at random and may be
conducted by internal or external auditors.
24. Answer: C
Mutually exclusive events mean that the occurrence of one ensures the non-
occurrence of another, in the same trail. Statically independent events mean
that the occurrence of one event does not influence the occurrence of the
other event.
25. Answer: D
Perform Quality Control is the process of monitoring and recording results
of executing the quality activities to assess performance and recommend
necessary changes.
499
ANSWERS FOR PRACTICE QUESTIONS
Chapter – 9
1. Answer: B
The key to a good bonus system is that it must be achievable and motivate
everyone in the team to work toward it. If you are rewarding only one team
member or a few people in the group, the rest of the team will not be
motivated. Also, Making the goals too aggressive can also demotivate people.
2. Answer: A
Staffing management plan describes when and how human resource
requirements will be met. It is contained in or is a subsidiary plan of the
human resource plan.
3. Answer: B
The staffing Management plan includes a “ Reward and Recognition” section
that describes how will reward your team for good performance. It also
contains the training requirements and release criteria.
4. Answer: C
Part of the team development process involves recognizing and rewarding
desirable behavior. The best method to make reward systems more effective
is making the link between performance and reward clear in Develop Human
resource plan process.
5. Answer: D
The Staffing Management Plan includes Staff acquisition, Resource calendars,
Staff release plan, Training Needs, Recognition and rewards, compliance
and safety.
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ANSWERS FOR PRACTICE QUESTIONS
6. Answer: C
The RACI matrix shows roles and responsibilities on your project. RACI
stands for Responsible, Accountable, Consult, and Inform. Some people on
your project will be responsible for activities; others might be accountable
for them. The RACI matrix is a table that shows people and how they relate
to the work that is being done.
7. Answer: B
Power is the ability of individuals or groups to induce or influence the beliefs
or actions of other persons or groups. Authority in organization is the right
in a position to exercise discretion in making decisions affecting others.
Leadership is defined as the process of influencing people so that they will
contribute to organization and group goals.
8. Answer: B
The project needs the resource of the chemical engineer to be successful.
When the project needs a resource, it is a staffing requirement. A, C, and D
are all incorrect. This is not a situation describing an organizational interface
or contractor requirements. Resource constraints might include a
requirement to use a particular resource or that a resource must be available
when certain project activities are happening.
9. Answer: D
Roles & responsibilities are defined in Plan Human Resource Management
process.
10. Answer: B
Leadership is the only interpersonal skill listed. A, C and D are incorrect as
these are general management skills and not interpersonal skills.
11. Answer: B
The Responsibility Assignment Matrix (RAM) links the project roles and
responsibilities to the scope definition and WBS elements or activities. The
RAM usually has a row and column format showing activities and the roles
assigned to hose activities.
12. Answer: C
War room is having the entire team in one location.
14. Answer: D
RAM is Responsibility Assignment Matrix.
15. Answer: A
Formal power is based on your position.
16. Answer: A
‘Work environment’ is a hygiene factor, while ‘recognition’, ’career
opportunities’. and ‘empowerment & responsibility are motivating agents.
Hygiene factors could be employee de-motivators when not adequately taken
care of, but would not motivate enough even when enhanced significantly.
17. Answer: B
The situation describes rewarding an individual by allotment of a corner
office. This is a perk and address the need for recognition and
accomplishment.
18. Answer: C
Expert and referent powers have substantial influence on both subordinates
and top management.
19. Answer: D
Personality conflicts can be a concern for the customer, but are not as
important as project priorities, schedule, and cost. The customer hired your
company to solve the technical issues. A, B, and C are all incorrect because
these are most likely the top issues for a company in a project of this
magnitude.
20. Answer: B
The halo effect is when you put someone in a position they cannot handle,
just because they are good at another job. Just because John is a great
programmer, that doesn’t mean he will be a good project manager.
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ANSWERS FOR PRACTICE QUESTIONS
21. Answer: C
You, the project manager, have expert power on this project because of your
experience with the technology and with projects that are similar in nature.
A, B, and D are all incorrect. These project management powers do not
accurately describe the scenario. Formal power is based on the position in
the company. Coercive power describes fear of the project manager. Referent
power describes power by association and personal knowledge.
22. Answer: D
Withdrawl: Postpone or procrastinate a decision or a conflict so that it will
solve automatically or slowly die away. Answer A is Ignoring-hence not
correct. Answer B Compromising: Finding a solution that brings some degree
of satisfaction to both, i.e. accepting the second-best solution, hence not
correct. Answer C Smoothing: Emphasizing agreement rather than
differences of opinion. The problem is never solved, it is only temporarily
put away, hence not correct.
23. Answer: C
With the exception of formal, the rest are known ways to resolve conflict.
The orders of magnitude based on their long-lasting effects are problem-
solving, compromising, and forcing. Withdrawal and smoothing are part of
this group, but they do not address the problem.
24. Answer: C
Theory X states people need to be watched closely. They need to be directed
in work. They may not be willing to work.
25. Answer: B
Both parties are giving up something. This is a compromising situation.
1. Answer: A
Memos are examples of informal communication. Choices B, C, and D are
incorrect, as presentations, briefings, and speeches are formal communication.
2. Answer: A
Number of communication channels in the original team = 10*9/2 = 45 Number
of communication channels in the expanded team = 12*11/2 = 66= Increase
by 21
3. Answer: C
Number of channels = n (n-l)/2 = 10(10-l)/2 = 45
4. Answer: D
Answers A, B and C are inputs to plan communications management process
and Answer D is output of the Plan Communications management process.
5. Answer: C
Management is requesting a communications management plan, which details
the requirements and expectations for communicating information among
the project stakeholders. Answer A is incorrect, since a roles and-
responsibilities matrix depicts the roles and decision-making authority.
Answer B, the scope management plan, is also incorrect because this plan
explains how changes to the scope may be allowed, depending on
circumstances. Answer D is not a valid choice for the question.
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ANSWERS FOR PRACTICE QUESTIONS
6. Answer: D
Information that is complex and detailed is best conveyed in writing. A verbal
follow-up would be good to answer questions and clarify information. Vertical
and horizontal are ways of communicating within the organization.
7. Answer: B
Downward communications. And Top to down communications.
8. Answer: C
Manage Communications is the process of making relevant information
available to project stakeholders as planned.
9. Answer: B
Discuss the impact with the customer and ask for a decision. Answers A, C
and D are not correct.
10. Answer: D
Formal written is the best form of communication to use for any official,
project documentation. Anything verbal or informal would not be sufficient
for official documentation and would not integrate with the project archives.
11. Answer: B
Project information is important so that stakeholders and sponsors
understand how well a project is meeting its goals. For sponsors, a project
behind schedule might call for some type of intervention. Answer A is
incorrect because, although it is important to create a project archive, it is
not the purpose of distributing the information. Answer C is incorrect because
project sponsorship should be resolved prior to project initiation.
Occasionally, a project is cancelled because it no longer meets the needs of
the sponsors or company, but distributing the project information is not
intended to retain sponsorship of the project. Answer D is incorrect because
conflicts need to be managed by the project manager and resolved apart from
reporting on the project.
12. Answer: C
Project reports reflect project status and issues while making no assessment
on the project performance objectives. Performance reports include variance
or trend analysis and predict future project performance with reference to
the planned objectives. The timing, content, structure, and distribution list
are part of the communication management plan dependent on stakeholder
requirements. These could vary from project to project and are not generic
differentiators.
14. Answer: B
The performance measurement documentation is reviewed to make certain
the project goals and objectives have been met. This is an input to the Close
project process.
15. Answer: D
Project Management plan, Work performance data, Project communications,
Organizational Process assets are inputs to Control Communications. Work
performance information is an output of Control Communications.
16. Answer: D
Project communications involves the activities that are required for
information to be created, distributed, received, acknowledged and
understood. And this document contains performance reports, Status of
deliverables schedule progress, cost incurred, etc.,
17. Answer: D
What you are trying to do as a project manager is to make a plan and then
stick to it. Even if you are able to complete in less time and money than
planned, this does not help the organization. It is very hard to plan anything
if time and money are not controlled.
18. Answer: B
Performance reports involves the periodic collection and analysis of baseline
versus actual data to understand and communicate project progress and
performance as well as forecast the project results
19. Answer: A
When we talk about contract, everything that we do is more formal than in
other project activities. Records are important, thus the need for written
communication.
20. Answer: A
For an effective meeting the project manager should create and distribute
the meeting agenda prior to the start of the meeting.
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ANSWERS FOR PRACTICE QUESTIONS
21. Answer: C
Every change request needs to be evaluated to determine whether or not it
should be made. That is what we do in the Integrated Change Control process
- every change is analyzed to determine its impact. It is then documented as
a change request and put into the change control system. That is where the
CCB determines if the change should be made.
22. Answer: C
Plan Communications management is the process of determining the project
stakeholder information needs and defining a communication approach.
Hence Answers A, B and D are not the right choices.
23. Answer: C
The scribe may or may not be the project manager. It depends on the size of
the project and the staff.
24. Answer: C
The project duration is the only technology factor that may affect project
communication. Answer A, communications management focuses on managing
communications, not performance. Answer B, management by walking
around, is an effective management style, but it does reflect project
performance. Answer D, variance analysis, focuses on the root causes of
variances within the project, but not solely on project performance.
25. Answer: C
One side may be too busy thinking about what to say next than to hear what
is being, is the best answer.
1. Answer: C
The risk list and risk triggers are created in this situation. The risk list and
triggers end up in the risk register. Risk responses end up in the risk register
after they are created in risk response planning.
2. Answer: D
Risk identification is an iterative process that happens throughout the
project’s life cycle. A and B are both incorrect because risk identification is
not limited to any one process group. C is incorrect because risk identification
happens, technically, throughout the project management life cycle, which
is unique to each project, and not through the product management life cycle.
3. Answer: B
Answers A, C, and D are incorrect because they are done after risk events
are identified.
4. Answer: C
2 weeks = 14 days 14 X 40% = 5.6 the risk using decision tree is probability of
5.6 days delay, hence add same to schedule reserve.
5. Answer: C
The best thing that you can do with a risk is avoid it - if you can prevent it
from happening, it definitely won’t hurt your project. The easiest way to
avoid a risk is to cut it out of your project entirely; in this case, getting rid of
the subcontractor avoids the risk.
509
ANSWERS FOR PRACTICE QUESTIONS
6. Answer: B
A Risk Urgency Assessment is a tool of Perform Qualitative Risk Analysis.
Identify Risk is all about finding risks. Perform Qualitative Analysis is about
prioritizing them based on what your team thinks their impact and probability
will be for your project. Brainstorming, Delphi technique, root cause analysis
and interviewing ate called as Information gathering Techniques.
7. Answer: A
A network diagram illustrates the flow of project activities from launch to
completion. All other options are risk management diagramming techniques.
8. Answer: B
Documentation reviews, information gathering techniques (Brainstorming,
Delphi Technique, Interviewing, Root Cause analysis), Checklist analysis,
Assumptions Analysis, Diagramming Techniques, SWOT Analysis and Expert
Judgment are Tools and Technique of Identify Risks process. The Risk
Register is an Output of Identify Risks.
9. Answer: B
A decision tree focuses on the probability and cost outcome of a particular
decision path and provides the means to analyze which decision would provide
the highest expected value. Answer A is the critical path method and is used
in scheduling, not risk analysis. Answer C is incorrect because sensitivity
analysis is used to determine what risks have the most impact on the project.
Answer D is tempting because expert judgment is used so often in projects,
but it is not the correct answer.
10. Answer: D
There is a high probability that a cost will occur but you are not sure when it
will happen.
11. Answer: C
Risk management plans should be periodically updated and should
necessarily be on the agenda during all project team reviews. At project
closure, all deliverables have been completed and hence risk plans are no
longer relevant. Risk response audits are periodic reviews to assess the
performance of risk owners and hence, do not include a review of risk list.
Risk identification is a continuous process and should not be linked to events
of risks.
13. Answer: C
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.
14. Answer: B
Perform Qualitative Risk Analysis is in Planning Process Group. It is The
Process of Prioritizing Risks for further analysis or action by assessing and
combining their probability of occurrence and Impact?
15. Answer: D
It fits the description of categorization of risk which means to group risks
together.
16. Answer: A
Answer B is incorrect because it is the opposite of Answer A. Answer C is
tempting because it is often true that they are done at the same time; however,
the objectives of the two functions are different. Answer D is not true because
both processes use the risk management plan as inputs.
17. Answer: C
The expected monetary value (or EMV) of the problems integrating the
component is the probability (20%) times the cost ($3,000), but don’t forget
that since it’s a risk, that number should be negative. So it is EMV is 20% x
$3,000 = -$600. The savings from not having to build the component from
scratch is an opportunity. It has an EMV of 40% x $10,000 = $4,000. Add them
up and you get -$600 + $4,000 = $3,400.
18. Answer: B
The probability of not completing the contract = 1 - probability of completing
the contract = 1 - 0.92 = 0.08. Expected value = Probability X Impact = 0.08 X
(-10000) = -800 (remember that since impact is a penalty it has negative value)
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ANSWERS FOR PRACTICE QUESTIONS
19. Answer: B
The risk has a 20 percent chance of happening and will cost the project
$150,000. Twenty percent of $150,000 is $30,000—the expected amount of
contingency. $150,000 is 100 percent of the risk event occurring. $75,000 is
based on a 50 percent likelihood of the risk occurring. The risk is real even if
the risk event does not occur.
20. Answer: B
This is a tricky question. Risks are identified during risk identification,
naturally, but newly emerging risks are identified in Control Risk.
21. Answer: A
Notice that this is a problem that has occurred, rather than a problem that
has just been identified. Following the right process is part of professional
and social responsibility. Because an unidentified problem occurred, it is
important to perform choices B and C. However, they are not your first choice.
You might need to inform management (choice D) but this is reactive, not
proactive, and not the first thing you should do.
22. Answer: D
The risk management plan is created in Plan Risk Management. Of the
remaining answers, not all will be created in Plan Risk Response but can be
created if certain events happen.
23. Answer: C
Risk reassessment is done during the process of Monitor and Control Risks.
This often results in the identification of new risks, reassessment of current
risks, option A is a method of identified risk and option B is determining
risk attributes. Option D referring to role and responsibilities hence option
C is a right answer as it is part of reassessment activities.
24. Answer: D
The risk owner is responsible for implementing risk response plans if the
risk they are responsible for occurs. The risk seekers are the one who as
very high risk appetite toward risk. The Project Manager and Team Lead
would not act unless they were the risk owners or they have been informed
or communicated of the risk.
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ANSWERS FOR PRACTICE QUESTIONS
Chapter – 12
1. Answer: C
The cost-plus-fixed-fee pays a seller cost plus a negotiated fixed fee. A time
and materials contract (T&M) is typically used for smaller projects or staff
augmentation. The fixed-price contract has a seller doing the work for a set
price. The cost-plus contract pays a seller a specific cost plus a negotiated
fee.
2. Answer: D
Negotiation process is not a part of procurement document. Answers A, B
and C options are part of procurement document.
3. Answer: A
Cost Plus incentive contracts are advantageous due to the fact that they do
not require detailed specifications. This is the best answer among the four
4. Answer: A
Bidders’ conference is a meeting with all the prospective sellers to clarify
all the questions on scope and distribute the answers to all the sellers. This
facilitates a common understanding of the scope amongst all and prevents
misinterpretation of scope, which can result in padded prices to cover risk
contingencies by sellers. Personal meetings with sellers’ representatives
would not ensure a common understanding amongst all sellers. Thus, choice
B is incorrect. Advertisements are tools to expand the list of prospective
sellers, but this does not serve the purpose of ensuring a common
understanding of scope amongst all sellers. Thus, choice C is incorrect.
Answer D is incorrect.
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ANSWERS FOR PRACTICE QUESTIONS
5. Answer: B
Seller is most interested in controlling costs in Firm fixed price, since he
will work towards maximizing profits and controlling the expenditures.
6. Answer: B
Your company has no excess capacity and cannot produce the goods or
services.
7. Answer: A
If you got this question wrong, reread it. You need to audit invoices in all
contract types, so how do you choose? Look for the answer that is best. In
this case, it would be the choice that requires the greatest effort. Invoices
need to be audited in a fixed price contract because the seller could be
charging you before they pay out the money, thus taking the payment and
investing it until they need to pay it out. A T & M contract (Choice B) should
be for small dollars and short duration (remember that a T & M contract has
no incentive to finish) so it does not have a great risk. Choices C & D cannot
be best because the risk to the buyer is limited they are still going to pay
only the contract price. In a CPFF contract, the buyer bears all costs. The
seller could be charging the buyer for costs that should not be allocated to
the buyer. Because the risk to the buyer is great, CPFF contracts need the
most auditing. Since this question asked for which one you do not want to
use, the answer should be Choice A.
8. Answer: B
The project manager should confront the problem by talking with the vendor
about the rumour. Answer A is incorrect and would delay the project and
possibly cause future problems. Answer C is incorrect and may violate the
contract between the buyer and seller. Answer D is also incorrect—the
agreement is between the vendor and the performing organization, not the
labour union.
9. Answer: A
A contract change control system defines the process by which the
procurement can be modified. It includes the paperwork, tracking systems,
dispute resolution procedures, and approval levels necessary for authorizing
changes. The contract change control system is integrated with the change
control system.
11. Answer: B
Close procurement and procurement audit are done at the buyer’s end when
the contract is a part of the performing organization’s project. From the
seller’s view, the contract is completed when the seller receives the final
payments.
12. Answer: C
If the seller completes the work specified in the contract statement of work,
the contract is considered complete. That does not mean that the contract is
closed. Contract closure must still occur. However, in this situation the
contract work is completed.
13. Answer: B
Make-or-buy analysis, expert judgment, market research and meetings are
tools and techniques of plan procurements managements.
14. Answer: A
Input Control Procurements are procurement documents, Project
Management Plan, Agreements, Work Performance reports, approved
changes request and Work performance data. Choice A is the best answer
among all.
15. Answer: A
This is a calculation question. The $280K US is the expected value of the
contract. Actual cost of the contract is $240K US. This means that there is
$40K US saved. The 50/50% share means that $20K US of the savings would
go to the seller. The actual cost of $240K US and $20K US saving share makes
the total value of the contract worth $260K US.
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ANSWERS FOR PRACTICE QUESTIONS
16. Answer: D
Cost-plus-percentage of cost covers the cost of the seller to build something
and pays that seller a percentage of the total costs as a fee. The more that
seller spends, the greater the fee. The fixed-price contract provides the seller
with the most risk because the contract limits the amount that the buyer
will pay for the project. Time and materials contracts are typically used for
smaller amounts of work and staff augmentation and provide compensation
for the labour and materials. Cost-plus-fixed-fee is a structure that is used
when the buyer does not have an exact definition of what they need and can
use this to pay the seller for their services and a pre-negotiated fee.
17. Answer: B
Meeting with the team and brainstorming how to create a workaround for
this problem would be the first step the project manager should try. Reporting
the status of the missed milestone would be the second option. Failure to
report this problem in the status meeting violates professional and social
responsibility on reporting accurate information. Halting all payments to
the vendor would put your company in default of a signed contract.
18. Answer: C
Lessons learnt are important outputs of projects and can be used as historical
data to provide assistance for other projects. Answer A is incorrect because
team building involves the activities that develop camaraderie in order to
enhance team performance. Answer B is incorrect because best practices
are those successful activities that a team wants to repeat in current or future
projects. Answer D is incorrect because it is a fictitious term that is not
related to project management.
19. Answer: A
The buyer provides product descriptions when projects are performed under
contract.
20. Answer: D
The weighting system is a quick and objective method for evaluating
proposals. The question asks for an objective method. The weighting system
is an objective method of ranking the qualitative data and reducing the effects
of personal opinion. It can be performed quickly once the measurements are
selected. Although the screening system is also quick, it is not as objective
as a ranking approach using a weighting system. Team based evaluations
are a good idea, but not as an answer to this question. The Delphi Method is
a tool to reach group consensus using expert opinion. It is not objective. It is
21. Answer: B
The contractor’s rate of $120 per hour plus the cost of materials is an example
of a time-and-materials contract. Answer A is incorrect; a cost plus fixed fee
charges the cost of the materials, plus a fixed fee, for the installation or
work to complete the contract. Answer C is incorrect; a unit price has a set
price for each unit installed on the project. Answer D is also incorrect, as a
lump sum does not break down the time and materials.
22. Answer: B
A single source seller means there is only one seller the company wants to
do business with. A describes a “sole source” seller. C is incorrect; there may
be multiple sellers who can satisfy the project needs. D is also incorrect; just
because there is only one seller in the market does not mean the seller can
adequately and fulfill the project needs.
23. Answer: C
Before the vendor is paid, the project manager must inspect the work results
that the vendor has completed. The vendor’s work must be inspected to see
that it conforms to the requirements of the contract. If not, the vendor must
correct the work so that it conforms to the contract. Once the work is
completed, and after the project manager agrees on the completion, the terms
of the contract are followed.
24. Answer: B
Bidder conferences, proposal evaluation techniques, independent estimates,
expert judgment, advertising, procurement negotiations and analytical
techniques are tools and techniques of Conduct Procurement. Make or Buy
analysis is tools and techniques in Plan Procurements management.
25. Answer: B
Evaluation criteria are determined during Plan procurement management
and are usually a part of the procurement documentation. Plan Procurement
management is the process of documenting project purchasing decisions,
specifying the approach, and identifying potential sellers. Conduct
Procurements is the process of obtaining seller responses, selecting a seller,
and awarding a contract. Control Procurements is the process of managing
procurement relationships, monitoring contract performance, and making
changes and corrections as needed. Close Procurements is the process of
completing each contract.
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ANSWERS FOR PRACTICE QUESTIONS
Chapter – 13
1. Answer: A
A kick-off meeting is indeed one of the first things a project manager should
schedule and is in fact the initial task in Define scope. Answer B is tempting,
because the amount of money for use on the project could indeed be a
constraint; ideally, however, a project manager will determine the scope,
activities, and resources needed, and then develop the budget needed.
Answer C is also tempting in terms of showing authority to do a project;
however, John’s CIO just authorized him to execute the project, and a business
card does not necessarily give him the authority. Answer D is incorrect
because scope definition is after Define scope, and requires as input the scope
statement, which is defined in Define Scope.
2. Answer: A
Saying that the work must be “better” is subjective. Requirements gathered
during stakeholder analysis should be quantifiable. That way, the team has
a goal they can shoot for and you can always tell how close or far from it you
are.
3. Answer: B
Review the scope of work with the stakeholders
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4. Answer: B
He should educate stakeholders about project management processes. It is
the responsibility of the project manager to educate stakeholders regarding
project management processes, both on a high level and on specific processes
that affect the current activities. This education will provide payback in
cooperation, understanding, and participation. He should not just educate
stakeholders primarily on issues that affect the active project. The project
manager should also educate the stakeholders on general project
management approaches and processes. He should not leave education of
the stakeholders to the project sponsor and/or business area management.
The project sponsor and business area managers may not have project
management expertise. Educating stakeholders is a recognized responsibility
of project managers.
5. Answer: B
Stakeholders help to determine the project constraints and product
deliverables.
6. Answer: C
By involving the stakeholders in different aspects of the project, their
requirements are more likely to be met. Specifically, ‘Verify’ scope ensures
that the stakeholders are seeing that phase deliverables, project progress,
quality, and expectations are being met. Answer A is incorrect because the
untimely introduction of stakeholders can actually increase scope creep.
Answer B is incorrect because scope constraints will be evident early in the
project, rather than during the implementation of the project work. Answer
D is incorrect since stakeholder presence does not ensure effective
communication. Effective communication will stem from the project manager
and the requirements identified and documented in the communications
management plan.
7. Answer: C
The employees who do not want the deliverable of a project are negative
stakeholders. Choices A, B, and D are all greatly affected by the success of
the projects; these are positive stakeholders.
8. Answer: D
According to PMBOK, differences between or among stakeholders should
be resolved in favor of the customer. Option D is not in compliance with this.
The other sentences (“A”, “B” and “C”) are surely true. Therefore, though
sentence “D” makes sense, it is the “least true” of all.
10. Answer: C
In this instance, the union is considered a project stakeholder because it has
a vested interest in the project’s outcome. Answer A is incorrect because the
union is not a resource constraint; they are interested in the project
management methodology and the project human resource management.
Answer B is incorrect; Answer D is also incorrect; the union is not a project
team member.
11. Answer: D
The initiating process group includes develop project charter and ‘Identify
Stakeholders’. The full project team is not organized until the planning
processes. The WBS is not prepared in the initiating processes, but in the
planning processes. The network diagram is not created until the planning
processes.
12. Answer: B
As per the definition of stakeholder option B is the right answer, option A, C
and D are very vague.
13. Answer: A
A stakeholder is a person or organization (e.g., customer, sponsor, performing
organization, or the public) who is actively involved in the project, or whose
interests may be positively or negatively affected by the execution or
completion of the project. A stakeholder may also exert influence over the
project and its deliverables.
14. Answer: C
By involving the stakeholders at different phases of the project, their
requirements are more likely to be met. Specifically, validate scope
ensures that phase deliverables, project progress, quality, and
stakeholder expectations are being met. Answer A is incorrect because the
untimely introduction of stakeholders can actually increase scope creep.
Answer B is incorrect because scope constraints will be evident early in the
project, rather than during the implementation of the project work. Answer
D is incorrect since stakeholder presence does not ensure effective
communication. Effective communication will stem from the project manager
and the requirements identified and documented in the communications
management plan.
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15. Answer: A
Identify Stakeholder process is the right answer. Identification of stakeholder
at an early stage in the project will ensure. This is success of the project a
continues process.
16. Answer: B
Identifying Stakeholders during the initial stage of project will be better.
17. Answer: C
Pay more attention to stakeholder management. Answers A, B and D are
correct.
18. Answer: B
We cannot avoid the stakeholder (Choice C & D) because he has stake in the
project. A project manager can say no (Choice A) but this does not solve the
root cause. If we have an open and direct communication with the stakeholder
from the early stages of the project, we can understand and anticipate the
changes that he will require as the project progresses. This will eliminate/
minimize the negative impact of these changes on the project.
19. Answer: C
The project manager and the project team can leverage the stakeholder skills
and knowledge to create a better project management plan. Simply inviting
the stakeholders to cover your liabilities is not a good choice for this question.
While stakeholders are often the individuals paying for the project, this is
not true in all instances. Relying on the stakeholders only for correcting
oversights limits the stakeholders from leading the requirement gathering
and contributing to the planning sessions.
20. Answer: D
Find an effective way to gather the needs of all stakeholders. As all the
stakeholders are important in projects, Answers A, B and C are incorrect.
21. Answer: D
The project manager must complete stakeholder analysis to capture metrics
that will define goals that the project can work towards. Vague objectives, as
in this question, can set up a project for failure. The customer, the
professional engineer, and the CFO did not provide metrics for project
success.
23. Answer: B
According to stakeholder definition option B is the right answer all other
options are very vague
24. Answer: A
Stakeholders can be identified throughout the project management process
groups. However, the earlier stakeholders are identified, the better for the
project. If all of the stakeholder’s need and requirements are taken into
account before plans are finalized and project work is begun, fewer changes
will be needed later in the project, when they will be more costly.
25. Answer: C
It is very hard to figure out whether or not your project is successful unless
you can measure that success. That is why you need to come up with goals
that have numbers attached to them – which is what quantifiable means. Of
all the four answers, only answer C has a goal that you can actually measure.
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Chapter – 14
Professional Ethics
1. Answer: C
You should first confirm what the local practices and customs call for
regarding hiring family members before others. Answer A and D are incorrect,
since they do not consider the qualifications of the project team leader and
the project team. In addition, they do not take into account local customs.
Answer B is incorrect as well; although it does consider the qualifications of
the project team, it does not consider the local customs.
2. Answer: C
The company policies and procedures should guide the project manager and
the decision he makes in a foreign country. Answer A and B are incorrect,
since these documents are essential but usually do not contain and reference
business practices. Answer D incorrect; while the PMP harbours crucial
information, the company’s policies and procedures are more specific to the
project work and requirements.
3. Answer: B
Do not make the payment. Paying money for considering the project is not
correct.
4. Answer: D
Candidate D has general management, project management, and technical
skills. This is the best among four.
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5. Answer: C
It is the project manager’s responsibility to ensure that business conducted
across different countries does not violate human rights and any action in
the destination country complies with relevant local regulations.
6. Answer: A
The offer described in this case is illegitimate and should be declined politely
since this is a type of bribe. Reporting this incident to the concerned
individual (as in choice B and C) is not the roles and responsibilities of the
project manager in this case.
7. Answer: C
In this instance, the project manager should follow the company’s policy for
inappropriate removal of hardware. The project manager may not have the
ability to fire Nancy. Nancy should not have to pay for the laptop, as she may
have had legitimate uses for the laptop, and she has returned it. This is
ethically wrong for the project manager to do.
8. Answer: B
Although this maybe a small, limited contribution, it is still a reference for
others on project management methods and applications. Ensuring integrity
is valuable, but this is not contributing to the knowledge base. This is not an
example of applying professional knowledge – this is sharing professional
knowledge. This is not an example of balancing stakeholder interests.
9. Answer: C
You should not participate in the study group. A is incorrect as it clearly
violates the PMP code of professional conduct. B and D are not good choices
because there is not any clear evidence that the questions, or claim, are
genuine. The questions may have been purchased through a web site or other
entity - not necessarily through a testing center.
10. Answer: C
Although you have been friends for years, the friend is now working with a
vendor , and it would be inappropriate for the friend to purchase lunch. This
would clearly be a violation of your company’s policies because you and your
friend are discussing an upcoming project. Answer A, B, and C are all
incorrect because you would be allowing your friend to purchase your lunch
and this is against company policies.
12. Answer: C
By removing Jenny from the project team, you will create additional risk
and stress for the project team members. In addition, the project manager
should first determine why her work is late. It may be that Jenny is loaded
with many different assignments from other projects, that she doesn’t
understand the work she is to do, or needs help in completing her
assignments.
13. Answer: B
Recall all existing products.
14. Answer: B
Return the five extra computers.
15. Answer: C
Seek legal advice on whether such a payment is a bribe. If it is legal you can
pay.
16. Answer: C
Contact your clients and seek permission to disclose the information. Answer
A, B and D are not correct.
17. Answer: B
Decline the offer as a first choice. Hence option is the right answer. If she
continues then report it to you supervisor.
18. Answer: D
Request your employer’s consent for your participation. Answer A, B and C
are not the right options.
19. Answer: A
Cultural shock is disorientation experienced by people who suddenly find
themselves living and working in different environments.
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20. Answer: B
While ‘communication management’, ‘working with teams in different time
zones’ and communication methods to be used’ are all relevant and need to
be addressed; ‘orientation for cultural diversity’ would be the most critical
one to be addressed for virtual teaming.
21. Answer: C
Believe it or not, you do not have to be a PMP or a CAPM to be a successful
project manager. A, B, and D are valid characteristics of a project manager.
22. Answer: C
In order to reduce conflicts caused by different interpretations of the project’s
final goal, it is important to communicate clearly the project objectives among
project personnel and all managers.
23. Answer: B
The success of any project depends primarily on customer satisfaction.
24. Answer: B
Procurement Statement of work is not socioeconomic influences that affect
project.
25. Answer: C
An agenda. It is your most important tool for keeping a meeting on track.