Life is like Corona

Our life is full of lessons that we refused to learn, just like Corona in so many ways. We are so busy with our daily routine, that we forget the importance of people, animals, and the god. We exercise the freedom to the point that we don't respect elders, children, animals and nature. Corona is teaching lessons people refuse to learn. This is a time for self-introspection. What are the things which you have been doing? What are the things which you have to improve? What are the things which you have to do differently? Once the COVID-19 travel restrictions are lifted we are going to go back to our normal ways and deplete the ozone layer and continue deforestation. Just like we track the world meter Corona infections and deaths worldwide is UN going to track the progress of making the world more nature friendly. Love and Respect Nature. Vikram April 2 2020

Personal

PMP

SAP Sybase

• DBA
• Social Network

Input	9 Knowledge Area / 47 Processes Tools & Techniques	Output	PG
	INTEGRATION(4.6)
SOW, Business Case Contract,EEF,OPA	1.Develop Project Charter Expert Judgment	Project Charter	I
Project Charter, EEF,OPA Output from planning	2.Develop Project Management Plan Expert Judgment	Project Management Plan (PMP)	P1
PMP, Change Request EEF,OPA	3.Direct and Manage Project Work Expert Judgment, PMIS	Change Requests, Deliverables, EEF,OPA,PMPU,PDU,WPI	E1
PMP,EEF,OPA Performance Reports	4.Monitor and Control Project Execution Expert Judgment	Change Requests, PMPU,PDU, WPR Recommend correct action/repairs	M1
PMP,EEF,OPA Change Requests	5.Perform Integrated Change Control Expert Judgment, Change Control Meetings	Deliverables CRSU,PMPU,PDU	M2
Deliverables PMP, OPA	6.Close Project or Phase Expert Judgment	Final Product, Result or Service OPA updates	C
	SCOPE(5.6)
Project Charter	7.Plan Scope Management	Scope management plan	P2
Project Charter Stakeholder Register	8.Collect Requirements Interview, Focus Group, Observation, Prototype Group Creativity Technique, Decision	Requirements Document Requirement Management Plan Requirement Traceability Matrix/RTM	P3
Requirements Document Charter, OPA	9.Define Scope Expert Judgment, Product Analysis, Alternative Identification, Facilitated Workshop	Project Scope Statement PDU	P4
Project Scope Statement Requirements Doc, OPA	10.Create WBS Decomposition	WBS, WBS Dictionary Scope Baseline, PDU	P5
Scope Baseline, PMP Requirements Document RTM,Verified Deliverables	11.Valide Scope Inspection	Accepted Deliverables, CR, PDU	M3
PMP, WPI, OPA,RTM	12.Control Scope Variance Analysis	WPI/CR/OPA/PMP/PDU	M4
	TIME(6.7)
WBS, Scope Baseline EEF, OPA	13.Plan Schedule Management	Schedule management plan	P6
WBS, Scope Baseline EEF, OPA, SMP	14.Define Activities Expert Judgment,Roll.Wave, Decomposition	Activities and Milestone List Activities attributes	P7
Activities & Milestone List Scope and  OPA	15.Sequence Activities PDM,Dependency Lead Lag Network Template	Project Schedule Network Diagram PDU	P8
Activity List Resource Calendar	16.Estimate Activity Resources Alternative Analysis, Bottom up estimating	Activity Resource requirement	P9
Activity List, R Calendar EEF, OPA	17.Estimate Activity Durations Analogous, Parametric 3Point Reserve Analysis	Activity Duration Estimates PDU	P10
Sched Network Diagram EEF,OPA, Activity *	18.Develop Schedule Critical Path/Chain, Resource Leveling, What if Schedule Tool Analysis, Schedule Compression	Project Schedule Schedule Baseline	P11
PMP,PS,WPI,OPA	19.Control Schedule PR,VA,PMS,Resource Leveling, What if Schedule Tool Analysis, Schedule Compression	WPI,OPAU,PR,CR,PMPU,PDU	M5
	COST(7.4)
	20. Plan Cost Management		P12
Scope Baseline, OPA,EEF Risk Register,HRP,Sched	21.Estimate Costs Expert, Analogous, Parametric,3Point,COQ Vendor Bid Analysis, reserve analysis	Activity Cost Estimate (ACE) PDU, Basis of Estimate	P13
ACE, Contracts, Scope B Resource Calendar Basis of Estimates	22.Determine Budget Cost Aggregation, Reserve Analysis, Expert Judgment, Funding Limit reconciliation	Cost Performance Baseline Project Funding Requirements Project Document Updates	P14
PMP, PFR, WPI, OPA	23.Control Costs Earned Value Management, TCPI Variance Analysis, PMS	WPM, Budget Forecasts, OPA,CR, PMPU, PDU	M6
Input	QUALITY(8.3)	Output
Scope/Cost/Sch Baseline, Risk Register, EEF, OPA	24.Plan Quality Benchmarking, COQ, Control Chart, Statistical Sampling, Cost Benefit Analysis Design of Experiments, QM Methodologies	QMP, Quality metrics/checklists PIP, PDU	P15
Quality Metrics, WPI, PMP, QC Measurements	25.Perform Quality Assurance Quality Audit, Process Analysis	CR,OPAU,PMPU,PDU	E2
PMP, Quality Checklists	26. Quality Control Scatter Diagram, Cause Effect Diagram, Histogram, Run chart, Pareto Chart, Statistical Sampling, Inspection, Flowcharting, Approved CR, Control Charts	Validated Changes, Deliverables, QC Measurements, PMPU,PDU	M7
	HR(9.4)
Activity resource requirements, EEF, OPA	27.Develop  HR Plan Organization charts and position descriptions Networking,  Organization theory	Human resource plan	P15
PMP,EEF,OPA	28.Acquire Project Team Pre-assignment, Negotiation Acquisition, Virtual Teams	Project Staff assignments Resource Calendars PMP updates	E3
Project Staff Assignments PMP Resource calendars	29.Develop Project Team Interpersonal Skills Training, Ground Rules, Co-location Team building activities Recognition and Rewards	Team Performance assessments EEF updates	E4
Project Staff Assignments PMP, OPA Team performance assessments Performance Reports	30.Manage Project Team Observation and Conversation Project performance appraisals Conflict management Issue Log, Interpersonal Skills	EEF updates, OPA updates, Change requests, PMP updates	E5
	Communications(10.5)
SR, SMS,EEF,OPA	33.Plan Communication Communication methods Communication models Communication technology Communication requirements analysis	Communication management plan Project Document updates	P17
PMP, PR, OPA	34.Manage communication Communication methods Information Distribution Tools	OPA updates	E6
PMP,WPI,OPA, Work performance measurement, Budget Forecast	36.Control communication Variance Analysis Forecasting methods Communication methods Reporting Systems	Performance reports OPA updates Change requests	M8
	Risk(11.6)
Project Scope Statement CMP,SMP,Com MP EEF,OPA	34.Plan Risk Management Planning Meetings and analysis	Risk management plan	P18
RMP,CMP,SMP,QMP Activity Cost Estimates Activity Duration Estimate Project Documents EEF,OPA, Scope Baseline Stakeholder Register	35.Identify Risks Documentation reviews Information gathering techniques Checklist analysis, Assumption analysis Diagramming techniques, SWOT analysis Expert Judgment	Risk Register	P19
Risk Register, RMP, OPA Project Scope Statement	36.Perform Qualitative Risk Analysis Risk Probability and Impact Assessment/Matrix Risk data quality assessment Risk categorization Risk urgency assessment, Expert judgment	Risk register updates	P20
RR,RMP,CMP,SMP,OPA	37.Perform Quantitative Risk Analysis Data gathering and representation techniques Quantitative risk analysis and modeling techniques Expert Judgment	Risk register updates	P21
Risk register Risk management plan	38.Plan Risk responses Strategy for threats and opportunity Contingent Response Strategy Expert Judgment	Risk register updates, PDU, PMPU Risk related contract decisions	P22
Risk register Project Management Plan WPI Performance Reports	39.Monitor and Control Risks Risk Reassessment, Risk Audits Variance and Trend Analysis Technical Performance Measurement Reserve Analysis, Status Meetings	RRU,OPAU, PMPU, PDU, Change Requests	M9
	Procurement(12.4)
Scope Baseline Requirements documentation Teaming agreements Risk Register Risk Related contract decisions Activity resource req Project schedule Activity cost estimates Cost performance baseline EEF, OPA	40.Plan Procurement Make-or-buy analysis Expert judgment Contract types	Procurement management plan Procurement SOW Make-or-buy decisions Procurement documents Source selection criteria Change requests	P23
PMP,PD,SSC,OPA Qualified Seller List Seller proposals Project documents Make or buy decisions Teaming agreements	41.Conduct Procurements Bidder conferences Proposal evaluation techniques Independent estimates Expert Judgment, Advertising, Internet Search, Procurement negotiations	Selected Sellers Procurement contract award Resource calendars Change requests PMPU, PDU	E7
Procurement documents PMPU, Contract Performance reports Approved change request WPI	42.Control Procurements Contract change control system, Procurement performance reviews Inspections and audits Performance reporting Payment systems Claims administration Records management system	Procurement documentation Change requests, PMPU, OPAU	M10
PMP, PD	43.Close Procurement Procurement audits,  Negotiated settlements Records management system	Closed procurements, OPAU	C
	44. Plan Stakeholder Management
Project Charter Procurement Documents EEF, OPA	45.Identify Stakeholders Stakeholder analysis Expert Judgment	Stakeholder register (SR) Stakeholder management strategy (SMS)	I2
SR,SMS,PMP, OPA Issue Log Change Log	46. Manage Stakeholder Expectations Communication methods Interpersonal Skills, Managerial Skills	OPA updates Change requests, PMP updates Project Document updates	E8
PMP, WPD, PD	47.Control Stakeholder Engagement Information management system	WPI, CR, PMPU, PDU, OPAU	M11

Chapter 1)                                    Introduction                       (5 Questions)

Project is a temporary endeavor with a definite beginning and end and it creates a unique product, service or result (definition). 

Projects are progressively elaborated, meaning as the project progresses we can work on more details in the later stages.

Projects can be created because of market demand, strategic opportunity, business need, customer request, technology advance and legal requirement.

Program is a group of related projects, dependent to each other and managing them together reduces risk.

Portfolio has business goals, and aligned with strategic goals of the organization.

The projects and programs within the Portfolio may or may not be related.

Operational Work does not have a definite beginning and an end – it is ongoing and repetitive, and meant to sustain a business.

PMO – Project Management Office centralizes the management, support, or execution of projects.

PMO manages shared resource, identify and develop PM methodology, best practices and standards, Guiding and mentoring project managers, monitoring compliance with PM processes with audits, Develop and manage organization process assets(OPA)

Chapter 2) Project Life Cycle and Organizational Structure (5 Questions)

Cost, Time, Scope, Quality, Schedule, Resources, Budget, Risk that affect the project are Constraints

Stakeholders are someone whose interests maybe positively or negatively impacted by the project

Organizational Process Assets (OPA), are process related assets and knowledge base.

Enterprise Environmental Factors (EEF) include company culture, communication channels, HR, infrastructure, and political climate

Org, structure type can be functional, weak, balanced, strong matrix and pojectized

Product Lifecycle begins from conceptualization till its withdrawal

All the work that I have to do to build the product is the project scope (verb)

The features of the product is the product scope (adjective)

There are several project life cycles in a product life cycle or phase involving conception, growth, maturity, decline and withdrawal.

Project Expeditor and Coordinator are roles of Project manager in weak matrix.

Project Expeditor does not have power to make decisions

Chapter 3)            Project Management Processes    (5 Questions)

Project Management is application of knowledge, skills, tools and techniques to project activities to meet the project requirements.

                                                                                          

PM Processes are categorized into 5 process groups i.e.,

Initiating, Planning, Executing, Monitoring and Controlling and Closing

Initiation: Create and approve project charter, Define initial project, project team, product, EEF, OPA. Identify stakeholder, requirements, scope, PM and authority.

Planning: Create Project Scope Statement, WBS, PM Plan, Define team, cost, time.

      Execution: Implement PM Plan, Establish meeting rules, Find out needs of training.

      Use WAS to assign work. Adhere to policies and guidelines. Prevent problems.

      Monitoring and Controlling Measure performance, progress, and variance.

      Control schedule, cost and quality with respect to baseline. Report status

      Manage configuration, cost, time, and risk. Control changes with CRCB.

      Closing Update OPA, lessons learnt. Perform audit, Release team members.

Chapter 4)                        Integration Management                   (30 Questions)

Integration Management integrates 10 Knowledge Areas, and 5 Process Groups i.e.,

Integration, Scope, Time, Cost, Communication, Procurement, Risk, HR and Quality, Stakeholder.  Initiation, Planning, Execution, Monitoring and Controlling, Closing.

Project Charter provides high level requirements, formally recognizes and authorizes the project, links the project to ongoing work of the organization

Project Charter contains Project Title Description, Project Manager and authority level, Project Justification, Business Case, Purpose, ROI. Resources preassigned, stakeholder influence, Constraints and Assumptions, Budget.

Input of Project Charter is Contract, SoW, EEF, OPA and Business Case

Input of PM Plan is Charter, Output from planning, EEF and OPA

Input of Execution is PM Plan, Approved CR’s, EEF and OPA

Input of Monitoring and Controlling is PM plan, Performance reports, EEF, OPA

You update PM plan, PM Docs and CR, Work Performance Info. OPA throughout

Chapter 5) Scope Management                                                             (10 Questions)

Collect Requirements from Project Charter and Stakeholder Register. Will define and document stakeholder’s needs to meet project objectives. Project Success directly depends on this process.

All the work that I have to do to build the product is the project scope(Verb)

The features of the product is the product scope (Adjective)

Define Scope refines the scope from the requirements. Stakeholder needs and wants are analyzed into product and project scope. Assumptions and Constraints are documented.

Create WBS - Decomposes the scope into deliverable hierarchical decomposition, subdivides the works into smaller and manageable pieces of work.

A work package can be scheduled, cost estimated, monitored and controlled.

OPA’s have standard WBS templates that can be utilized.

Verify Scope is process to obtain formal acceptance from stakeholders. Determine if project can be terminated – performed after Quality control or sometimes in parallel.

Control Scope is process to monitor the status or project/product scope. It is also the process for managing changes to scope baseline. Ensures that all scope changes are processed through Integrated Change control.

Requirements Documentation, Group Creativity, Group Decision making techniques.

Requirements Management Plan, Requirements Traceability Matrix.

Project Scope Statement  includes Objectives, Deliverables, Scope definition, Acceptance criteria, Requirements, Constraints, Boundaries, Assumptions, project team, Configuration management, Risks, Requirements, Milestones, Specifications, Funding, Approval requirements, Cost estimate.

WBS decomposes the work into manageable components. The lowest level of manageable component is called work package – and they are scheduled, estimated, monitored and controlled.

WBS Dictionary is a companion document to the WBS – it describes the various contents and attributes of components within the WBS

Chapter 6) Time Management                                                       (20 Questions)

Define Activity input is EEF, OPA and Scope baseline. Its tools and techniques is decomposition, templates, rolling wave planning and expert judgment. Output is activity list, attributes and milestones.

Sequence Activity input is scope statement, activity list, activity attributes, milestones, OPA. Its tools and techniques is PDM, Network templates, Dependency determination, Apply leads and lags. Output is Network diagrams, Project docs.

Estimate Activity Resources input is EEF, OPA, Activity list, Activity attributes and Resource calendar. . Its tools and techniques are expert judgment, alternative analysis, published estimating data, PM Software and bottom up estimating. Output is activity resource requirement, resource breakdown structure, Project docs.

Estimate Activity Duration, input is EEF, OPA, Scope baseline, Tools and techniques is Expert judgment, Analogous and Parametric estimating. 3 point estimating, reserve analysis, Output is duration estimates, Project docs.

Develop Schedule input is EEF, OPA, Scope statement, activity list, activity attributes, network diagram, activity resource requirements, resource calendars and activity duration estimates, Tools and techniques is Network analysis, Critical path method, Schedule compression, what-if scenarios, resource leveling, critical chain method, PM software, adjust leads and lags. Output is project schedule baseline.

Control Schedule input is PM plan, OPA Tools and Techniques is Performance Reviews, Variance analysis, Schedule compression, What-if scenario, Resource leveling, scheduling tool, adjust leads and lags. Output is work performance updates, OPA updates, project docs, PM plan updates to schedule baseline, management plan, cost baseline. Project doc updates to schedule data and project schedule.

Network Diagram can be drawn using PDM or ADM method. It can be used to show interdependencies of activities need to happen in specific sequence, compress schedule, show project progress and help justify your time estimate for the project

Precedence Diagram method, PDM is also known as AON, Activity on Node.

Includes Start to Start, Start to Finish, Finish to Start, and Finish to Finish.

Arrow Diagramming method, ADM is also known as AOA, Activity on Arrow

Includes start to finish only

Estimating Methodologies includes BEAT-PPP, Bottom up estimating, Expert judgment, Analogous estimating, Parametric estimating, Three point (O+M+P)/3, is triangular distribution.

Weighted or 3 Beta distribution is:

PERT (O + 4M +P) /6. Activity Standard Deviation is P-0 /6, variance (P-O/6) ^2

Resource Calendars tell us which resources are available during planned project activities, used to estimate resource utilization, includes resource names, geographical are, skill set, experience level, availability and capability.

Reserve Analysis is required project management to accommodate the time and cost risk in a project through the use of Contingency or Management reserve.

Critical Path Method helps prove how long the project will take – it is the longest duration path through a network diagram and determines the shortest time to complete the project. Helps determine if a issue needs immediate attention.

There are 3 types of Float

Total Float - The amount of time an activity can be delayed without delaying the project end date or an intermediary milestone.

Free Float – The amount of time an activity can be delayed without delaying the early start date of its successor

Project Float – The amount of time a project can be delayed without delaying the externally imposed project completion date required by the customer, management, or previously committed to by the project manager.

Critical Chain Method helps to build a schedule resource optimized critical path in critical chain. It takes into account both activity and resource dependencies. Build a critical path à apply resource limitations, constraints à obtain a critical chain.

Includes Project Buffer, Feeding Buffer.

Resource Leveling, applied to a schedule that has been analyzed by the critical path method. RL is produces resource limited schedule, is necessary if resources are available only at certain times, in limited quantities, to keep resource utilization at a constant level. Can lead to a new critical path.

Schedule compression techniques includes fast track, crash, reduce scope and cut quality. Could save cost and resources, increase risk and requires good metrics.

Monte Carlo Analysis makes use of 3 estimates for each activity and network diagram. The simulation can tell you the probability of completing the project on any specific day, for any specific amount of cost, of any activity actually being on a critical path and overall project risk.

Calculate Float, Critical Path, Near Critical Path from Activity, Predecessor, Duration, Each Activity Early Start, Early Finish, Late Start, Late Finish.

Start à AD (9 days) or ACF (12 days) or BCF (11 days) or BE (9 days) à End

Chapter 7 - Cost Management                                                   (10 Questions)

Estimate Cost

Determine Budget

Control Cost

Type of Cost

Cost Management Plan

Funding Limit = 130K

Project Cost = 100K

Unknown Risk = Management Reserve = 10K

Cost Baseline = 120K

Contingency Reserve is money spent for known unknown = 20K

Earned Value Technique

PV – Planned Value is estimated value of the work planned to be done.

EV – Earned Value is estimated value of work actually accomplished.

AC – Actual Cost incurred of the work accomplished.

BAC – How much is the budget at completion

EAC – How much do we expect the total project to cost at completion?

ETC – How much more do we expect the total cost to be at completion

TCPI based on BAC: BAC-EV/BAC-AC

TCPI based on EAC: BAC-EV/EAC-AC

You can use contingency reserve without approval, mgmt reserve need a

Benefit Cost Ratio, Expected Revenues/Expected Costs

Measure benefits to costs, not just profits.

Law of Diminishing Returns. Life Cycle Cost.

The construction company had a project to excavate 5000 sqft of land.

They had planned o excavate 1000 sqft per day – thereby taking 5 days to complete the project. Their total cost budgeted was 10,000$

At the end of day 4, they had finished excavating 3500 sqft and had spent 8200$.

Calculate PV, EV, AC, BAC, CV, CPI,

Budgeted cost of work scheduled or performed.

PV=8000$                                    (we should have completed, BCWS)

EV=3500 sqft = 7000$    (we have completed BCWP)

AC=8200$                        (we have spent           ACWP)

CV= EV-AC -1200           (we are over budget by $1200)

SV= EV-PV -1000          (we are behind schedule)

CPI=EV/AC 0.85                        (we are getting back 85c for every dollar spent)

SPI=EV/PV 0.87               (we are progressing at 87%)

BAC=Project Budget – 10000$ (project budget)

EAC= BAC/CPI or AC + ETC = 11764 (we estimate now to cost $11764)

ETC=EAC-AC = 3564   (we require another $3564 to complete the project)

VAC=BAC-EAC -1764   (we will overspend $1764)

8) Quality Management                                                              (13 Questions)

Plan Quality creates a Quality Management plan, mostly done during project planning

Perform Quality Assurance for continuous improvement, correct deficiencies.

Is an audit process, during execution output are deficiencies

Quality Control measures project results against standards.

Is a product testing during monitoring and controlling output is defect and variations.

Quality Management Plan   defines how quality will be implemented, measured, controlled and tracked. Includes approaches for QA, QC and continuous improvement

Quality Control Tools

·         Cause and Effect Diagram, aka ishikawa or fishbone diagram find root cause

·         Histogram,  bar diagram plots frequency of variable

·         Pareto Chart, follows 80-20 principle, variables sorted high to low frequency

·         Flowchart, helps to draw the process and analyze the process

·         Run Chart, used for plotting any variables, used for trend analysis

·         Scatter Diagram, helps identify co-relation

·         Control Chart, control upper and lower limits

·         Cost of Quality (CoQ)

      9) Communication Management                                               (12 Questions)

Identify Stakeholders

Plan Communication

Distribute Information

Manage Stakeholder Expectations

Report Performance

Stakeholder Register

Stakeholder management strategy

Communication model i.e. Encode, Decode, Medium and Noise

Type of communication

Rules of a meeting

Barriers to communications

Forecasting Methods

Communication channels n(n-1)/2, where n = no of individuals.  5 people 5(4)/2 = 10

Communication Method is Pull, Push and Interactive

10) Human Resources Management                                          (5 Questions)

Develop HR plan

Acquire, Develop, Manage Project team

Types of power – legitimate, coercive, reward, expert, referent.

Organization chart OWR/BS, RAM, RACI= responsible, accountable, consult, inform

Team Building activities – forming, storming, norming, performing and adjourning

Conflict Management – Problem solving or confronting (win-lose), compromising, smoothing, withdrawal or avoiding (lose-lose), forcing and collaborating

Motivational Theory- Maslow’s hierarchy theory and McGregor x and y Theory

11) Risk Management                                                                 (5 Questions)

Plan risk management

Identify Risk                                               

Perform Qualitative Risk analysis

Perform Quantitative Risk analysis

Plan risk response

Monitor and Control Risk

Monte Carlo Analysis

Risk Response Strategies – Share Exploit Enhance, Accept, Avoid, Transfer Mitigate.

Contingency Reserves account for known unknowns

Management Reserves account for unknown unknowns.

12) Procurement Management                                                  (10 Questions)

Plan, Conduct, Administer, Close Procurement

Procurement Documents, Evaluation Criteria

Types of Contract

CPPC – Cost Plus percentage of cost

CPFF – Cost Plus fixed fee, limits fees for large projects with limited scope definition

CPIF – Cost Plus Incentive Fee

CPAF – Cost Plus Award Fee, risky for buyer

T&M Contracts

Fixed Price Contracts, risky for seller

Fixed price contracts are the riskiest to the Seller.

CPAF contracts are the riskiest to the Buyer

13) Professional and Social Responsibility                                (20 Questions)