APM PMQ Revision Slides
APM PMQ revision slides
• These slides are designed to support you as you prepare for the
PMQ exam
• Each slide is intended to summarise the individual Learning
Outcomes and are not intended to cover every Assessment Criteria
in detail and as such should be used in conjunction with the Provek
PMQ Book
• Using these together with your own notes will assist in keeping the
‘big picture’ in mind as you study the detail.
APM BoK7 - Acronym Summary
Requirements Management
(Girls Adore Justin Bieber’s Tattoos!)
Change Control
Configuration Management
(Rain In Dubai, Rainbow Idyllic!)
(Panic I Can See Vampires!)
G
GATHER
from stakeholders
R RAISE
log it in Change Log
P
PLANNING
A
ANALYSE
unique, verifiable
I
high-level triage
I
IDENTIFICATION naming convention, version system
J
JUSTIFY
prioritise MoSCoW
D DETAILED EVALUATION full impact analysis
C
CONTROL
B
BASELINE signed off
R RECOMMENDATION
accept, reject, defer
S/A STATUS ACCOUNTING track history of each item
T
TEST
I IMPLEMENT
update plans
V/A VERIFICATION
during implementation
INITIAL EVALUATION
Configuration Mgt Plan (Approach)
changes to baseline
check libraries current & complete
Configuration Items
Sponsor is the default Change Authority
Information Management
Conflict Management
Stakeholder Engagement
(Clear your Shed DAD!)
CACAC sounds rude!
(I Always Influence!)
C
COLLECTION
C COMPETE
S
STORAGE
A ACCOMMODATE you win
A ANALYSE
D
DISSEMINATION
C COMPROMISE
I
A
ARCHIVING
A AVOID
lose/lose
D
DESTRUCTION
C COLLABORATE
win/win
I win/you lose
Negotiation (Plastered Dad Props the BAR!)
P
PLANNING
preparation + BATNA Best Alternative To a Negotiated Agreement (walk away position)
D
DISCUSSION listening, probing, questioning
P
PROPOSE
B
BARGAINING ZOPA: Zone Of Possible Agreement
declare opening positions + areas of flexibility
AR AGREEMENT & REVIEW summarise, document + update plans
I
IDENTIFY
brainstorm, lessons, UPIG
power/interest/attitude
INFLUENCE Communication Plan+ Do it
Risk Management (I Always Prevent Issues Coming!)
(Aye, aye, yappy aye)
I
INITIATE
I
IDENTIFY cause, event, effect
A ASSESS
Risk Management Plan For the Project
impact, probability, severity, proximity
For each risk
P PLAN RESPONSES
I
IMPLEMENT owner
C CLOSE
All tracked in Risk Register
Schedule Creation
Cream Eggs Create Oval Muscles
C CREATE precedence/network diagram from WBS
Benefits Management (I Definitely Play Tennis Regularly)
I
IDENTIFICATION + priority, value, ownership …
E
ESTIMATE activity duration
D
DEFINITION
quantify benefit measures
C
CALCULATE OVERALL DURATION + critical path + float ->Gantt chart
P
PLANNING
Benefits Plan with milestones for realisation
O
OPTIMISE & BASELINE agreement + sign-off
T
TRACKING
against metrics, early warnings of shortfall
M
MAINTAIN THE SCHEDULE dynamic updates, may need to re-baseline
R
REALISATION
after transition + lessons learned
LO1 Understanding how Organisations and Projects are Organised
AC
Description
1.1
differentiate between types of permanent and temporary organisation structures (including functional, matrix,
and project)
1.2
explain the way in which an organisational breakdown structure is used to create a responsibility assignment
matrix
Functional
Matrix
Project
Equal / dual authority
High
PM has
limited
authority
PM has full
authority
Balance of Authority
Low
Sponsor
LO1 Understanding how Organisations and Projects are Organised
AC
Description
1.2
explain the way in which an organisational breakdown structure is used to create a responsibility assignment matrix
1.3
explain the role and key responsibilities of the project manager
1.4
differentiate between the responsibilities of the project manager and the project sponsor throughout the project
1.5
describe other roles within project management (including users, project team members, the project steering group/board and
the product owner)
• Support PM with resources and
• Creates outline
•
business case
Secures funding
Project
Manager
concept
• Appoints project
•
manager
Approves PMP
•
•
definition
• Develop the team
• Plan the project
continuity
• Monitor and track
benefits (benefits
realisation)
deployment
• Issue work packages
• Manage risk,
•
•
Users:
•
Define requirements
•
Offer expertise throughout
•
Test/ Accept products
•
Use outputs to generate benefits
decision making
Monitor external environment
Manage senior stakeholders
• Sign-off project
• Ensure business
issues and change
Monitor and report on progress
Motivate and support the team
transition
• Plan and conduct
handover
• Conduct post project
review
• Disband team
Product Owner:
•
Iterative project role
•
Acts on behalf of product
stakeholders
•
Makes decisions about the product
• Monitor and track
benefits
benefits
LO1 Understanding how Organisations and Projects are Organised
AC
Description
1.6
describe the functions and benefits of different types of project office (including project/programme/portfolio
management office (PMO), embedded PMO, central PMO and hub-and-spoke PMO)
1.7
explain why aspects of project management governance are required (such as the use of: policies, regulations,
functions, processes, procedures and delegated responsibilities)
Reports to PM, good on large projects
needing lots of support
PMO Functions & Benefits
•
Admin support –i.e. reporting, maintaining logs
•
Provision of expertise in PM tools/ techniques – i.e.
scheduling software/ risk modelling
•
•
Process improvement –owns the PM methodology /
templates/ processes/ standards
Resource flexibility –allocates PMs to projects; helps
with skills and training
Effective on portfolio of projects as can support
several projects. Ensures consistency across projects
Allows tailored/ embedded PMO support
to projects whilst also maintaining
portfolio-wide consistency
Governance
•
Policies –guide decision making
•
Regulation – rules put in place by an authority that must be followed/ complied with
•
Functions –Duty of individuals/ teams. Ensure the right people make the right
decisions. Clear roles and responsibilities
•
Processes and Procedures –provide robust controls and consistency
•
Delegated responsibilities – set out limits of authority i.e. when PM must escalate
LO2 Understanding Project Lifecycles
AC
Description
2.1
differentiate between linear, iterative and hybrid life cycles
2.2
explain why projects are structured as phases in a linear life cycle
2.3
differentiate between a project life cycle and an extended life cycle
2.5
explain the benefits of conducting reviews throughout the life cycle (including decision gates, benefits reviews
and audits)
2.6
explain why projects may close early
2.4
outline the role of knowledge and information management to inform decision-making
Knowledge & Information
Management
Project Lifecycle Reviews
Review
Benefits
Decision Gate
Supports governance. Only viable projects
continue. Triggers release of funds for next stage
Post project
review
Assessment of project against original success
criteria. Disseminate lessons learnt. Recognition of
team performance
Benefits Reviews
Ensures realisation of benefits is measured
Audits
Provides independent scrutiny. Increases
stakeholder confidence
Time sheet
bookings
Cost incurred
to date
Under or
overspend
against plan
Adjust resources to
suit and re-forecast
final cost
LO2 Understanding Project Lifecycles
Benefits
•
Framework for
planning
•
Governance
•
Consistency
•
Easier to
manage
•
Extended lifecycle includes
benefits realisation
Iterative
Lessons learnt
Hybrid
Linear
Iterative
Hybrid
Set steps, start to finish path of
progression. One phase completed
before next starts (e.g. Waterfall)
No set number of steps, cycles of
development, working prototype first
then adding features (e.g. Agile)
Mix of approaches, iterative for early
prototype modelling if uncertainty, e.g.
software development, user stories
Scope fully developed and
baselined before proceeding to
deployment
Part requirements, process repeated,
produces new version for each cycle.
Emerging solution developed and
feedback given, progressive
Requirements are captured but uncertain
areas will be developed with iterative
approach e.g. software
Control: Go / No-go decision points
between phases, low risk but can
result in cost and time overruns
Shorter cycles, rely on user feedback for
next cycle, time and resources fixed,
scope / quality adjusted
Control for low-risk phases, rapid iterative
for high-risk phases
Why may projects close early?
•
Forecast benefits less than expected
•
Technical failure
•
Significant change in requirements
•
Product/ output is obsolete –i.e.
technology developed by competitor
•
Force majeure
LO3 Understanding the Situational Context of Projects
AC
Description
3.1
differentiate between projects and business as usual (BAU)
3.2
differentiate between project management, portfolio management and programme management
3.3
outline the relationship between programmes, projects and strategic change
3.4
describe situations where the use of programme management may be appropriate
3.5
describe situations where the use of portfolio management may be appropriate
BoK 7 Definitions:
PORTFOLIO
A project is a unique, transient endeavour, undertaken to achieve planned objectives.
Project management is the application of processes, methods, knowledge, skills and
experience to achieve specific objectives for change
A programme is a unique, transient, strategic endeavour undertaken to achieve
beneficial change and incorporating a group of projects and business as usual (steady
state) activities
PROGRAMME A
PROJECT 1
PROJECT 2
Programme Management is the coordinated management of projects and business
as usual activities to achieve beneficial change.
A Portfolio is a collection of projects and/ or programmes used to structure and
manage investments at an organisation or functional level to optimize strategic
benefits or operational efficiency.
Portfolio management is the selection, prioritisation & control of an organisation’s
projects & programmes in line with its strategic objectives & capacity to deliver. The
goal is to balance change initiatives & BAU while optimising return on investment.
Change the Business
Portfolios
Programmes
Projects
PROJECT 3
PROJECT 4
LO3 Understanding the Situational Context of Projects
PROJECT MANAGEMENT: (all the Ps)
•
Plans the project
•
People Mgt (project team and stakeholders
•
Progress (tracks and reports on)
•
Problems (manages risks/ issues & change)
•
Delivers Products
PROJECTS:
Unique
Temporary
Fixed Time
Higher Risk
Delivers outputs
Result in change
BAU:
Repetitive
On-going with an established team
Agreed time and cost
Lower risk than a project
Uses project’s outputs to create benefits
Use established processes
PROGRAMME MANAGEMENT:
•
Co-ordinating projects
APPROPRIATE WHEN:
•
Holistic risk
•
Multiple projects and BAU ned to deliver strategic change
•
Prioritising projects
•
Multiple project contributing to a single vision of change
•
Speed up/slow down and Start/stop projects
•
Significant interdependences between projects
•
Benefits focused
•
Several projects share a pool of resources
•
Supports strategic change
PORTFOLIO MANAGEMENT:
•
ALL projects and programmes
•
Strategic risk awareness
•
APPROPRIATE WHEN:
•
Multiple projects and/ or programmes need to be coordinated and
aligned to organisational goal
Balance resource supply/ demand
•
Management of resources across projects and programmes is required
•
Governance from top down
•
Poorly performing and non strategically aligned projects continue
•
Align to strategy/ business goals
•
•
Speed up/ slow down and start / stop
programmes
Changing conditions may require constant review and adjustment of
projects and programmes
LO3 Understanding the Situational Context of Projects
AC
Description
3.6
explain tools and techniques used to determine factors which influence and impact projects (including PESTLE, SWOT and
VUCA)
3.7
explain the impact of the legal and regulatory environment on projects (such as the impact on working conditions, risk
management, governance and sustainability)
Legal/ Regulatory impact on projects
•
Working conditions
•
Health and Safety and Environmental
•
Risk management
•
Employment legislation
•
Governance
•
Contract legislation
•
Sustainability
•
Data protection and Freedom of information
LO4 Understanding Communication within Project Management
AC
Description
4.1
explain the benefits to a project of a communication plan
4.2
explain the relationship between stakeholder analysis and an effective communication management plan
4.3
state factors which can positively or negatively affect communication
Communication Plan
Audience
(who)
Contact
details
Type of
message/
content
(what)
Benefits
Documents expectation
✓
Tailored to needs
✓
Right information at the right time
✓
Makes communication easier (pre-planned)
✓
Increases effectiveness
✓
Gives confidence
✓
Removes confusion
✓
Maintains buy in
✓
Increases success!
Method
(how)
Purpose /
Impact
Desired
(why)
Responsibility
High
Low/ -
Influence &
keep
satisfied
(bring on
board)
Monitor and
keep
informed
Measure/
feedback
Communication Factors
Stakeholder Analysis
Power/Influence
✓
Timing/
frequency
(when)
Positive
Negative
Correct timing
Lack of interest,
distractions
(keep on side)
Empathy with audience
and right person giving
message
Differences in perception
and viewpoint
Actively
keep
informed
Common language
Jargon/ overcomplicated / unfamiliar
terms. Individual
language skills
Right environment/
medium
Physiological or technical
barriers
Team with &
manage
closely
Interest / Attitude
High / +
LO4 Understanding Communication within Project Management
AC
Description
4.4
state sources of conflict within a project
4.5
explain ways in which conflict can be addressed (such as Thomas Kilmann Conflict Mode Instrument)
4.6
explain how to plan and conduct negotiations (including ZOPA, BATNA and ‘Win Win’)
Importance of Relationship
Low
High
MANAGING CONFLICT:
COLLABORATE
ACCOMMODATE
I Win, You Win
I Lose, You Win
“What’s in it for US?”
“What’s in it for
you?”
COMPROMISE
AVOID
I Lose, You Lose
“What’s in it for
anyone?”
We Both Win, We
Both Lose
COMPETE
“What’s in it for
you & me?”
I Win, You
Lose
“What’s in
it for me?”
Low
Importance of Outcome
High
CAUSES
Business justification Requirements Quality Time
Resources / Roles & Responsibilities Outputs
Estimates Contracts Changes etc.
Best
Alternative
To a
Negotiated
Agreement
Zone
Of
Possible
Agreement
LO5 Understand the Principles of Leadership & Teamwork
Description
5.1
explain how leadership impacts on team performance and motivation (using models such as
Maslow, Herzberg and McGregor)
5.2
explain why it may be necessary to change leadership styles to effectively support the
management of a project
2. Helps build the team’s motivation
and commitment.
5.3
describe the characteristics and benefits of effective teams and teamwork
3. Builds team’s trust and respect for
the leaders
5.4
explain factors which impact on the leadership of virtual teams
5.5
explain factors which influence the creation, development and leadership of teams (using models
such as Belbin, Margerison - McCann, Myers - Briggs, Hackman, Tuckman, Katzenbach and
Smith)
4. Helps junior, less confident, less
competent individuals develop.
Leadership is the ability to establish vision and direction, to influence and align
others towards a common purpose, and to empower and inspire people to
achieve success (APM BoK definition)
McGregor
Motivational Models
Benefits of changing leadership
style:
AC
X controls / Y enables
Theory X
Theory Y
Maslow (the mountain)
1. Increased confidence and
motivation of the individuals
5. Gives those with high competence
& confidence space to excel at their
work.
6. Ensures urgent decisions made
when time is short.
7. Improves likelihood of getting
results.
Herzberg (hygiene)
LO5 Understand the Principles of Leadership & Teamwork
Characteristics of Effective teams:
1. Good blend of skills and social types. Right
skills for the project
2. Motivation and morale is high. Team works
together. Everyone participates actively. High
levels of trust between team members
3. Everyone is supportive of and focused on the
ultimate goal of the project. Roles and
responsibilities clearly understood
Benefits of Effective teams:
1. They can generate a wider range of ideas and
innovation. They bounce ideas off each other.
Belbin Team Inventory:
Teamwork is a group of people working in collaboration or cooperation towards a common goal (APM BoK
definition)
2. Able to motivate themselves and support
each other. Less reliance on leader.
Tuckman’s Team
Development
3. They are able to take more risks than
individuals to achieve high performance
Challenges with Leading Virtual Teams:
The difficulties include:
Responses include:
•
•
•
•
•
•
Building deep relationships
Increased likelihood of
misunderstanding, lack of
trust and conflict
•
•
Loss of morale and team
spirit
Different working hours
Cultural differences
•
increase social interactions. Use collaboration
tools to minimise the time overlap
Video conferencing for face to face
Build trust e.g. creating awareness of the
contribution and achievements of every team
member
Create a clear direction for the team members,
making sure everyone is connected to the goal
and vision
LO6 Understanding Planning for Success
AC
Description
6.11
explain the relationship between stakeholder analysis, influence and engagement
6.12
explain the importance of managing stakeholder expectations to the success of the project
6.1
explain the importance of a business case throughout the project life cycle
6.2
explain what is meant by benefits management (including identification, definition, planning, tracking and realisation)
6.3
explain investment appraisal techniques used by a project manager (including Internal Rate of Return (IRR) and Net
Present Value (NPV)). Provek added note: no calculations are required for this topic
6.6
explain the relationship between the deployment baseline and the development of a project management plan in
linear and iterative life cycles
6.7
explain the importance of producing a project management plan
6.8
describe the typical contents of a project management plan
6.9
explain approaches to producing estimates (including parametric, analogous, analytical and Delphi)
6.10
explain the reasons for and benefits of re-estimating throughout the project life cycle
6.16
explain the role of contingency planning in projects
6.4
explain an information management process (including collection, storage, curation, dissemination, archiving and
the destruction of information)
6.5
explain factors which would typically be reported on to help ensure successful project outcomes
6.13
explain why a project manager would use earned value management
6.14
interpret earned value data (including variances and performance indexes) Provek note: no calculations are
required.
6.15
explain the benefits of using the interpretation of earned value data
Stakeholders
Business Case
PMP
Estimating
Information/
Reporting
EVM
LO6 Understanding Planning for Success – stakeholder management
AC
Description
6.11
explain the relationship between stakeholder analysis, influence and engagement
6.12
explain the importance of managing stakeholder expectations to the success of the project
6.4
explain an information management process (including collection, storage, curation, dissemination, archiving and the
destruction of information)
6.5
explain factors which would typically be reported on to help ensure successful project outcomes
Stakeholder Management Process:
Stakeholder Analysis
• Identify stakeholders
• Develop communication plans
• Engage and influence stakeholders.
Project Reporting
Progress against schedule
•
Actual vs. planned spend
•
Quality approvals
•
Stakeholder engagement status
•
Health & Safety incidence
Power/Influence
• Assess their interest and influence
•
Stakeholder Expectation need to be
managed:
High
Low/ Information
Management Plan
Influence &
keep
satisfied
Minimum
Effort
Fully Engage
•
Can help define success and
contribute to achieving it
•
To help secure the resources needed
throughout the project
•
To increase the likelihood of
acceptance of the final outputs
•
Need to proactively manage their
expectations and avoid late
surprises.
(keep on side)
Actively
keep
informed
Interest / Attitude
High / +
LO6 Understanding Planning for Success –the business case
AC
Description
6.1
explain the importance of a business case throughout the project life cycle
6.2
explain what is meant by benefits management (including identification, definition, planning, tracking and realisation)
6.3
explain investment appraisal techniques used by a project manager (including Internal Rate of Return (IRR) and Net Present
Value (NPV)). Provek added note: no calculations are required for this topic
The Business Case
Investment appraisal is the analysis done to consider the profitability of an investment
over the life of an asset alongside considerations of affordability and strategic fit. It is an
input into the investment decision (APM BoK).
Net Present Value (NPV) (unit = £) : The aggregate of future net cash flows discounted
back to a common base date, usually the present.
Internal Rate of Return (IRR) (unit= %) : The discount rate at which the Net Present Value
of future cash flows is zero.
Benefits Management
Process
•
Identification
•
Justification for project
•
Planning
•
Ensures project aligns with overall strategy
•
Tracking
•
Basis for decision making throughout project
•
Realisation
•
Provides baseline against which benefits are measured
LO6 Understanding Planning for Success -PMP and Estimating
AC
Description
6.6
explain the relationship between the deployment baseline and the development of a project management plan in linear and
iterative life cycles
6.7
explain the importance of producing a project management plan
6.8
describe the typical contents of a project management plan
6.9
explain approaches to producing estimates (including parametric, analogous, analytical and Delphi)
6.10
explain the reasons for and benefits of re-estimating throughout the project life cycle
Deployment Baseline:
Linear
•
Time, Cost, Scope fully developed and baselined
•
Change control applied to stay in baseline
PLANNING: POLICY LEVEL
•
•
•
•
Policies & Governance
Strategic plans – Risk, quality & benefits
Standard Operating Procedures
Preferred Techniques & Templates
Strategic Roles and Responsibilities
PLANNING: PROJECT LEVEL
•
•
•
•
•
Why, who, what, when, how, how much
etc.
Requirements, success criteria, KPIs etc.
Delivery solution options & chosen option
PBS, WBS, OBS, CBS to detailed levels
Delivery Roles and Responsibilities
Iterative
•
Agreement on resources and time
•
Scope can vary with each iteration dependent on feedback
Project
Manager
Sponsor
Maximum
Spread of estimates
•
Estimating Techniques
Analogous (Comparative)
Compare to previous
project. Quick to do, based
on fact, but all projects are
unique
Minimum
Parametric
Analytical
Use a database,
multiply the unit rates
required. Watch out for
the ‘multiplier effect’ on
incorrect unit rates.
Bottom-up estimating.
Watch out for laying of
contingency. Accurate,
but takes time as
detailed scope is needed.
Delphi
Experts estimate
anonymously
until they reach
consensus.
Concept
Definition
Development
Handover
& Closure
Estimating Funnel
(difficult to estimate accurately far in advance)
LO6 Understanding Planning for Success -Earned Value Management
AC
Description
6.13
explain why a project manager would use earned value management
6.14
interpret earned value data (including variances and performance indexes) Provek note: no calculations are required.
6.15
explain the benefits of using the interpretation of earned value data
EVM is a project control process based on a structure approach to planning, cost collection and
performance measurement. It facilitates the integration of project scope, time and cost objectives
and the establishment of a baseline plan of performance measurement (APM BoK definition)
EV is a measure of progress that expresses costs committed and work achieved in the same (APM
BoK definition)
Why use it?
•
•
•
•
•
•
Focus on work done rather than just on time/
cost spent
Measures the efficiency of work being done
(CPI / SPI)
Unbiased / objective/ informed indication of
likely outcome
Trend analysis
Different size/ complexity projects can be
compared
Incentivise suppliers
Earned Value (EV) is % complete * Budget at Completion
Project’s Current status:
•
Cost Variance (CV)
•
Schedule Variance (SV)
Positive result (>1) means
positive performance on the
project
Completion Forecast:
•
Cost Performance Index (CPI)
•
Schedule Performance Index
(CPI)
Negative result (<1) means
negative performance on the
project
LO7 Understand Project Scope Management
AC
Description
7.1
Explain how to define scope in terms of outputs, outcomes and benefits (including use of product, cost and
work breakdown structures)
7.2
explain how to establish scope through requirements management processes (such as gather, analysis,
justifying requirements, and baseline needs)
7.3
explain how to manage scope through configuration management processes (such as planning, identification,
control, status accounting, and verification audit)
7.4
explain different stages of a typical change control process (such as request, initial evaluation, detailed
evaluation, recommendation, update plans, and implement)
Key roles:
Output
Sponsor – Agreement, support & Change Authority
Project Manager – Defines, plans, manages and records
Team Members – Follow processes, technical information,
compliance
Configuration Manager – management of processes & control
of products
Project Office – implementation of procedures, processes &
audits
The tangible or intangible
product typically delivered by a
project (deliverable or product)
Outcome
The changed circumstances or
behaviour that results from the
use of an output and leads to
realisation of benefits
Benefit
A positive and measurable impact of
change
LO7 Understand Project Scope Management
User needs defined
Solution developed
Requirements Mgt
Scope Development
Girls Adore Justin Beiber’s Tattoos
1. Gather requirements
•
All Stakeholders
•
Avoid wish-lists
2. Analyse requirements
•
Gaps / Overlaps/ conflicts
•
Unique & verifiable
•
Traceable & trackable
3. Justify requirements
•
MoSCoW review
•
Feedback
4. Baseline requirements
•
Agreed & signed off
•
Feeds solutions/options
•
Evaluate options –
•
Cost, time
•
Budget, maturity
5. Test During implementation
•
Ensures solution meets
requirements
1. Product or work based
•
Focus on products
•
Work is output-focused
2. Create PBS & WBS
•
Visualisation of scope
•
Visualisation of tasks
•
Break it down by
•
Geography
•
Products
•
Function/trade
•
Process/time
3. Baseline PBS & WBS
•
Avoids conflicts later
•
Common understanding
4. PBS identifies configuration
•
Hierarchical structures
•
Supports numbering & ID
Requirements and Scope controlled
Configuration Mgt
Change Control
Panic! I Can See Vampires
Rain In Dubai, Rainbows Idyllic
1. Planning
•
How, by whom, when
•
Client & host requirements
2. Identification
•
Component deliverables
•
Verify against PBS
•
Numbering system
•
Baseline
3. Control
•
Document changes
•
Identify inter-relationships
4. Status Accounting
•
Current status
•
Track & trace products
5. Verification & Audit
•
Match products to
information held
•
Verify correct/latest versions
in use
1. Request Change
•
Single point of request
•
Enter into change log
2. Initial Evaluation
• High level/Feasibility
• Assess or reject?
• Feedback
3. Detailed Evaluation
• Detailed analysis
• Impact assessment
• Against cost, time, quality
4. Recommendation
• Accept, reject or defer
• Feedback
5. Implement
• Make the change!
• Update config. & plans
LO8 Understand Schedule and Resource Optimisation
AC
Description
8.1
describe ways to create and maintain a schedule (including critical path, and Gantt charts)
8.2
differentiate between critical path and critical chain as scheduling techniques
BoK 7 Definitions:
Critical path is a sequence of activities
through a precedence network from start to
finish, the sum of whose durations
determines the overall duration
Critical Path •
Emphasis on activities
•
Creates critical path through schedule using mid-point estimates
•
May not encourage earlier completion
•
Keeps float within the activity
•
May result in gaps with resources sitting idle
•
Traditional approach – may result in hidden contingency and a pessimistic schedule
Total Float is the time by which an activity
may be delayed or extended without affecting
the overall duration or violating a target finish
date.
Free Float is the spare time at the end of an
activity that can be used without delaying its
successor activity.
A Gantt chart is a graphical representation
of an activity against time.
Critical Chain
•
Emphasis on resources
•
Uses optimistic durations
•
Removes contingency in the schedule
•
Creates a buffer at the end of a chain of activities
•
Aims to keep resources at a constant utilisation
•
Relies on culture where it is accepted best case estimates will rarely be achieved
LO8 Understand Schedule and Resource Optimisation
Schedule Creation
Step 1: Create precedence/network diagram
Cream Eggs Create Oval Muscles
C CREATE precedence/network diagram from WBS
E
ESTIMATE activity duration
C
CALCULATE OVERALL DURATION + critical path + float ->Gantt chart
O
OPTIMISE & BASELINE agreement + sign-off
M
MAINTAIN THE SCHEDULE dynamic updates, may need to re-baseline
Step 3: Calculate overall duration, critical path and floats
Step 4: Optimise and Baseline
-
Stakeholder review
-
Check realistic
-
Approve
Step 5: Maintain and schedule
-
Report progress – actual against plan and
forecast
-
Update completion metrics
-
Make necessary adjustments for activities not
completed on time
-
Major changes may require re-baselining
Step 2: Estimate activity durations
LO8 Understand Schedule and Resource Optimisation
AC
Description
8.3
describe how resources are categorised and allocated to a linear life cycle schedule
8.4
describe how resources are categorised and allocated to an iterative life cycle schedule
Resources can be
Consumable or
Non-consumable
Example Resources:
8.5
differentiate between resource smoothing and resource levelling
BoK 7 Definitions:
Resources are all the labour and non-labour items required to undertake the scope of work to the required quality.
Resource allocation is the process by which labour and non-labour resources are attributed to activities.
Resource Scheduling
1.
2.
3.
Allocation – estimate the amount of effort for
each task
WBS
Responsibility
Assignment Matrix
(+ use of RACI)
Application – apply the resources to the
schedule using a resource histogram
OBS
Scheduling – review resource profiles and
resolve conflicts
•
People
•
Machinery
•
Technology
•
Materials
•
Facilities
•
Money
Considerations for Linear Lifecycle
•
Time Factor – lead times
•
The amount of resources needed
•
Cost of resources
•
Ensuring the right category of people are
assigned to the right job (RACI)
Time Limited Scheduling (Resource Smoothing)
Considerations for Iterative Lifecycle
Modifies resource utilisation in order to maintain
schedule time as the first priority
•
Ensure the right amount and right mix of
resources allocated to each time box
•
Ensure appropriate resources are available
to trial different options for early
prototyping
Resource Limited Scheduling (Resource Levelling)
Modifies the schedule dates in order to stay within the
specified resource availabilities/limits as the first
priority.
Resource Histogram
Resource S-curve (basis for
monitoring including EVM)
LO8 Understand Schedule and Resource Optimisation
AC
Description
8.6
Differentiate between cost planning for iterative life cycles and cost planning for linear lifecycles
BoK 7 Definitions:
Cost planning and control is the estimation of costs, the setting of an agreed budget, and management of actual
and forecast costs against that budget
Costs can be:
Fixed / Variable
Recurring / Non-Recurring
Knowing where costs fall in
the schedule enables the
PM to manage and control:
Cost Planning for a linear life cycle
Cost Planning for an iterative life cycle
• Cost planning is influenced by the length of
time it takes to deliver an agreed scope.
• Contingency is estimated and included in the
budget based on level of uncertainty
• Constant monitoring required and re
baselining to accommodate change requests
– may result in lack of confidence by
stakeholders
• Scope will vary to deliver features within the
available costs
• A firm budget can be produced and baselined
– supports stakeholder confidence
• May be more frequent release of funds as
work completed in short time boxes
• Allows for improved cash flow for suppliers
• Frequent iterations enable quicker refinement
of forecasts
• Cost of change may be lower
•
Resource demand
•
Supplier payments
•
Funding requests
• Funds released – in full, by phase or by
milestone dates
• Supplier payments may be made by phase
or by specific achievement – supports
cashflow management
•
Cash flow
• Cost of change may be higher
LO9 Understand Project Procurement
AC
Description
9.1
explain the purpose, typical content and importance of a procurement strategy
9.2
differentiate between different methods of supplier reimbursement (including fixed price, cost plus fee, per
unit quantity and target cost)
9.3
differentiate between different contractual relationships
9.4
explain a supplier selection process
Pre-qualification
(PQQ)
Bidding
Assess potential bidders:
Bidding/ Tendering
Tender review
Contract Award
Typical Criteria
Contractual Relationships
•
Experience
•
Invitation to Tender
•
Price
•
Single/ Prime/ Principle contractor
•
Record of performance
•
Fair and objective
•
Timescales
•
Multiple Contractors
•
Resources
•
•
Capability and capacity
•
Tactical engagement (buy/ sell)
•
Safety Standards
Pre-agreed evaluation
criteria
•
Quality Processes
•
Collaborative (partnering)
•
Quality Systems
Procurement strategy
The high-level approach for
securing the goods and services
required from external suppliers
to satisfy project, programme
and portfolio needs
•
Pricing model
Typical contents:
Payment types:
•
Make or buy decision
•
Fixed Price –lump sum, low risk to customer
•
Single / integrated / multiple providers
•
Cost plus Fee – fluid scope, high risk to customer
•
Provider selection
•
Unit Price/BoQ – customer knows price of units, but
•
Conditions and forms of contact
•
Types of Pricing and methods of reimbursement
not how many required
•
Target Cost – share the risk
•
Supplier funded – reimbursed during operation
LO10 Understand Risk & Issue Management
AC
Description
10.1
explain each stage in a risk management process (such as identification, analysis, response, and closure)
10.2
explain proactive and reactive responses to risk (such as avoid, reduce, transfer or accept and exploit, enhance, share and reject)
10.3
explain the benefits of risk management
10.4
explain the key aspects of issue management
BoK 7 Definitions:
Risk is the potential of a situation or event to impact on the achievement of specific objectives
An issue occurs when the tolerance of delegated work have been or will be exceeded. They are different from problems… Issues require support
from the sponsor to agree a resolution
Benefits of Risk Management
•
•
•
•
•
•
•
More reliable plans, schedules and budgets
Leads to the most suitable type of contract
More meaningful assessment of contingency
Discourages the acceptance of financially unsound
projects
Increased stakeholder confidence
Common language / consistency in organisation
Facilitates greater risk taking
Aspects of Issue Management
Risks MAY occur
Issues have occurred (or will
occur and need to be
escalated
➢ Log and Assess
➢ Escalate to Sponsor
➢ Assign Actions and Apply
Change Control
➢ Track through to
completion
LO10 Understand Risk & Issue Management
Clear project definition
Processes to be used & when
Roles & responsibilities
Reporting requirements/format
Create Risk Management Plan
Identification techniques:
Brainstorming, surveys,
SWOT, Lessons Learned,
Assumption analysis etc.
UPDATE THE RISK REGISTER
Response options & effectiveness
Review residual & secondary risks
Assign risk & action owners
Resources needed, agree costs
UPDATE THE RISK REGISTER
INITIATE
Avoid
Project definition
Plan
Insure/Transfer
Risk management focus
Fallback
Pool
IDENTIFY
ASSESS
Likelihood / Impact
Ranking / Prioritisation
PLAN RESPONSES
Identify & evaluate options
Reduce
Threats
Probability
What are the risks?
Sources of risk
MANAGE PROCESS
Assess each risk consistently
Score Impact x Probability
Assess proximity (time window)
Prioritise risks to drive action
UPDATE THE RISK REGISTER
Risk Actions:
Share
Reduce
Contractually
Impact
Accept
Exploit
Plan
Invest
Options
Enhance
Opportunities
Pool
Probability
Plan mitigation strategies
Ensure effective implementation
Empower risk & action owners
Monitor & adjust plans as needed
Review existing & any new risks
UPDATE THE RISK REGISTER
IMPLEMENT RESPONSES
Assigned responsibilities
Monitor & review
Enhance
Share
Impact
Contractually
Reject
Risks MAY occur
Issues have occurred (or will occur
and need to be escalated
LO11 Understand Quality in the context of a project
AC
Description
11.1
explain what is meant by quality planning
11.2
differentiate between quality control and quality assurance
BoK 7 Definitions:
Quality is the fitness for purpose of the degree of conformance of the outputs of a process or the process itself to requirements
Planning: How we are going to manage quality? Defines:
•
•
•
•
What acceptance criteria must be achieved
What standards & policies must be followed
Who will be involved in carrying out the processes & tests
Who will undertake independent Assurance functions
CREATE THE PROJECT MANAGEMENT QUALITY PLAN
Assurance: Are the processes & tests being carried out correctly?
•
•
•
Process based
• Gives confidence that the product test results can be trusted
Independent of the project
• Gives confidence that projects are being well managed
• Validates correct use of standards & procedures
• Assures that the processes are being carries out correctly
• Verifies that people have the right skills, knowledge & attitude
Uses quality tools and techniques to investigate trends across projects
and facilitates continuous improvement across the organisation filler
in
Control: Do the products meet requirements?
•
•
•
Product based
• Tests on the products to give verifiable results
• Testing, checking, measuring, destructive tests etc.
Part of the project
• Confirms that the products are fit for purpose, meet
requirements, conform to specification & that configuration
criteria have been met
• Results recorded in a Quality Log
Identifies and quarantines non-conforming items for investigation /
resolution by the project.