Clifford A. Keenan, PMP, MAS, MSS
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Chapters 1-13 review
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Temp endeavor to create a unique product,
service, or result
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Can also last for centuries (monuments, ie. Sitting
Bull, etc…)
Unique in location, function (office buildings…)
Does end when objectives are reached or
project termination
Termination reasons:
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Objectives cannot be met
Project does not exist
Sponsor closes it
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Portfolio: Collection of projects, programs,
subportfolios and operations managed as a
group to achieve strategic goals
Program: Projects, subprograms, managed in a
coordinated manner to support the portfolio
Project: Usually single goal
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“…the application of knowledge, skills, tools,
and techniques to protect activities to meet the
project requirements.” (PMBOK)
47 logically grouped PM processes
Five process groups:
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Initiating
Planning
Executing
Monitoring and Controlling
Closing
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Factors change? Others will follow…
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Ie. Crashing
The heart: PM Plan
Iterative
 Progressively elaborated throughout project’s life
cycle
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 “…continuously improving a plan (detailing) as more
detailed info (estimates) become available.”
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Three types:
Supportive: consults with templates, lessons learned
(Org process assets). (Project repository)
 Controlling: (Moderate)
 Directive: Directly managing projects. (High)
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PMO projects may not be related (SPAWAR)
Acts as integral stakeholder/key decision
maker
Can deploy resources
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Operations Management: Day-to-day business
operations
Production
 Manufacturing
 Accounting
 Software support
 Maintenance
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Projects can change business strategies
Projects need PM knowledge
Ops need business knowledge
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Responsibilities:
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Satisfy needs of Task, Team, and Individuals
Link between team and strategy
Competencies:
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Knowledge – PM
Performance – What is able to be accomplished
Personal – behavior, attitudes, character, leadership
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Leadership
Team Building
Motivation
Communication
Influencing
Decision Making
Cultural Awareness
Trust
Conflict Management
Clifford A. Keenan, PMP, MAS, MSS
• Different from Product life cycle
• Project dependent
• Change at the start is easiest/cheapest
• Risk is greatest at the start
Clifford A. Keenan, PMP, MAS, MSS
Clifford A. Keenan, PMP, MAS, MSS
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”…process of defining, preparing, and coordinating all
subsidiary plans and integrating them into a
comprehensive project management plan.”
Key: Central document defining the basis of all project
work
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Leading and performing work defined in
the _______________ and implementing
approved changes
KEY: Overall project management
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Impact of changes:
Corrective action: Intentional action to bring it
back to center
 Preventive action: Ensures future performance
is assured
 Defect repair: Modifying a nonconforming
product or component
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Perform Integrated Change Control
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“process of reviewing all change requests; approving
changes and managing changes to deliverables,
organizational process assets, project documents, and the
project management plan; and communicating their
disposition”
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Finalizing all activities from all PM processes to
formally complete project or phase
Key: Lessons learned, work ends, org assets
released
Clifford A. Keenan, PMP, MAS, MSS
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“…process of determining, documenting, managing stakeholder needs
and requirements to meet project objectives.”
Key: Basis for defining and managing the project scope which is
includes the product scope
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“…process of developing a detail description of the
project and product.”
Key: Describes product, services, boundaries by
defining which requirements are
included/excluded from project scope.
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“…process of subdividing project deliverables and
project work into smaller, more manageable
components.”
Key: structured vision of deliverables
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“…formalizing acceptance of the completed project
deliverables.”
Key: Brings objectivity to acceptance process
Customer conducts this
Differs from QC in that this is the process NOT the
product – can be performed in parallel with QC
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“…process of monitoring the status of the project
and product scope and managing changes to the
scope baseline.”
Key: Maintaining Scope
Clifford A. Keenan, PMP, MAS, MSS
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“…process of establishing the policies,
procedures, and documentation for planning,
managing, executing, and controlling the project
schedule.”
Key: guidance/direction of managing schedule
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“identifying and documenting the specific
actions to be performed to produce to
project deliverables.”
Key: Decomposition work into lowest
work packages
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Relationships
Key: logical work sequence
Each should have predecessor/successor except
first and last
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Finish to start or start to start relationship
Sequencing automatic or manual
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Schedule Mgmt Plan: level of accuracy/units of
measure
Resource calendar: Length of Days/Shifts
resources are available
 Skill level, location, availability are
considered
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Est. work periods to complete ind. Activates
with est. resources
Key: Activity time required feeds Develop
Schedule process
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Analyze activity sequences, durations, resource
rqmts, schedule constraints
Key: Info into scheduling tool generates
schedule model with planned completion dates
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Monitoring project activities status and
schedule baseline
Key: Recognize deviation requiring
corrective/preventive actions minimizing risk
Clifford A. Keenan, PMP, MAS, MSS
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Policies and procedures for planning, managing,
controlling project costs
Key: Guidance/direction
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Approx. monetary resources required to
complete activities
Key: Cost to complete project work
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Aggregating all costs into baseline
Key: Cost baseline established – performance
measured
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All funds
reqd
Excludes
mgmt
reserves
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Monitoring status, managing changes to cost
baseline
Key: Means to recognize variance: act &
minimize risk
Clifford A. Keenan, PMP, MAS, MSS
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ID quality requirements of deliverables
Key: Guidance of how quality is managed and
validated in project
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Cause and Effect Diagrams
Flowcharts
Check Sheets
Pareto Diagrams
Histograms
Control Charts
Scatter Diagrams
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“…auditing the quality requirements and the
results from quality control measurements to
ensure that appropriate quality standards and
operational definitions are used.”
Key: Improving quality processes, not the
product
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Process Maps
Steps and branches
Activities
Points
Branches
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QC: Operational techniques - control
QA: planning/execution - prevention
Clifford A. Keenan, PMP, MAS, MSS
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Identifying project roles, responsibilities,
required skills, relationships, creating a staffing
plan
Key: Est. project roles/responsibilities
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Org. charts, staff management plan and timetable
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Confirming HR availability
Key: Outlining and guiding team selection
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Responsibility assigned
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Improve competencies
Team member interaction
Environment
Key: Improved teamwork, skills, motivated
employees reduced turnover rates, improved
performance
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Tracking team performance
Providing feedback
Resolving issues
Managing team changes
Clifford A. Keenan, PMP, MAS, MSS
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Planning an approach for project comms
Key: Identifies and documents most effective and
efficient ways to push/pull info
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Create, retrieve, store, distribute info
Key: Enables effective and efficient info to pass
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Monitoring and Controlling comms
Key: Optimal info flows to stakeholders and all
participation participants
Clifford A. Keenan, PMP, MAS, MSS
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Objective: Increase positive, decrease negative
events from occurring
Risks are uncertain events which cause the
above
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“Prioritizing risks for further analysis or action by
assessing and combining their probability of
occurrence and impact.”
Key: PMs decrease level of uncertainty
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RM Plan: roles/responsibilities, budget, activities,
categories, definitions of risks, P/I matrix, risk
tolerances
If not available, then might be with the Quantitative
Risk process
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Numerical analyzing of risk
Key: Info supports decision-making reasoning
“Potentially and substantially impacting the project’s
competing demands.” Total effect of Risks checked!
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Option development countering risks (threats) and
capitalize on opportunities
Key: Risks mitigated
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Implementing Risk response plans,
tracking/monitoring risks, ID new risks,
evaluate risk process effectiveness
Key: Efficiency improves, risk minimized
Clifford A. Keenan, PMP, MAS, MSS
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Documenting decisions, determining approach, and ID
potential sellers
Key: Determines outside support – if required – what,
when, how, how much support
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Obtain seller responses, seller selection, contract
award
Key: Alignment of stakeholder expectation through
established agreements
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“Managing procurement relationships, monitoring
contract performance, and making changes and
corrections to contract as appropriate.”
Key: Seller/Buyer performance meet contractual
requirements
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Process of completing each procurement
Key: Agreements documented as reference
Clifford A. Keenan, PMP, MAS, MSS
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Key: PM can ID the correct focus for each
stakeholder
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Mgmt strategy: Iterative process
Key: Clear, actionable plan to interact with
stakeholders
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Meeting stakeholders expectations, address
issues: Comm heavy!
Key: PM can increase support and min resistance:
thus increasing projects success
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Monitoring and adjusting stakeholder strategy
Key: Keep or increase effective/efficient
stakeholder engagement activities