1-Introduction PMI schedule exam for document
- 1. 1 PMI-SP® Credential Exam Preparation Course Bay3000 Corporate Education
- 2. 2 Welcome Bay3000 is proud to present this review course for writing the PMI-SP® credential examination. It will provide the confidence to pass the exam and obtain your PMI-SP® credential.
- 3. Course Learning Objectives • Gain Proficiency in all Five PMI® Scheduling Performance Domains: Domain I: Schedule Mission Management Domain II: Schedule Creation Domain III: Schedule Maintenance Domain IV: Schedule Analysis Domain V: Schedule Communication / Reporting • Gain awareness of generally recognized ‘Good’ Scheduling Practices • Understand criteria and prepare for PMI-Scheduling Professional (PMI-SP)SM certification 3 All practices can not always be applied uniformly on all projects… ‘Good’ practices = most projects, most of the time
- 4. 4 Course Units Introduction: PMBOK & The Standard for Scheduling The Domains: • Schedule Mission Management • Schedule Creation • Schedule Maintenance • Schedule Analysis • Schedule Communications/Reporting
- 5. PMI® Global Standards Publications The Practice Standard for Scheduling – Published in 2007 – Generally recognized good practices for project scheduling – Distinguishes project schedule vs. schedule model – Standard for Scheduling addresses need to: • Promote development of sound schedules • Describe hallmarks of effective methodologies • Provide quantifiable means for assessing schedules 5
- 6. 6 PMP SP Credential •The PMP-SP certification recognizes your unique expertise and competence to develop and maintain project schedules, while still possessing baseline knowledge skills in all areas of project management. •“The PMI-SP demonstrates skill and competence in the specialized area of project scheduling. If you’re looking to fill the scheduling specialist role on your project team….” . New slide
- 7. 7 PMP SP Credential •“The PMI-SP Role Delineation states that candidates for the credential – Can create and maintain a schedule – Be able to analyze the project schedule – Be able to report and communicate the schedule ….” •You do not have to be a PMP, CAPM or PMI member •30 PDUs every 3 yes maintenence New slide
- 8. 8 Eligibility Criteria Category 1 Category 2 With a bachelor or equivalent university degree Experience verification of 3500 hours of project management experience within the rdomains in the prior 5 years. 30 contact hours of specific instruction in Schedule Management . No time limit when hours were accrued Supporting documentation: • Experience Verification Form Fees PMI accepts training on MS Project and other scheduling tools Without a bachelor or equivalent degree Experience verification of 5000 hours of project management experience within the risk domains in the prior 5 years. 40 contact hours of specific instruction in schedule management. No time limit when hours were accrued Supporting documentation: • Experience Verification form Fees Chapter meetings and self study do NOT count towards hrs Introduction New slide
- 9. 9 Eligibility Criteria Experience Introduction First, determine the total project risk management hours by multiplying the total project months by risk management work hours per month. For instance, a 12 month project may have 48 weeks of work at 30 hours per week. This would equate to approximately 1,440 hours. Next, guesstimate what percentage of time you spent in each domain, • Schedule Mission Management • Schedule Creation • Schedule Maintenance • Schedule Analysis • Schedule Communications/Reporting Calculate the percentage of your hours based on the weighting you have given each process group. After entering your hours, you will be asked to enter a summary of project tasks in 300 – 550 characters – keep it high level and simple. New slide
- 10. 10 PMBOK® Third or Fourth Edition are adequate PMI Practice Standard for Scheduling 170 Multiple Choice Questions* Computer based 3.5 hours * 150 plus 20 pre-test questions Exam Overview
- 11. 11 Need to know high level concepts from all KAs in PMBOK with emphasis on Integration, Scope, Time, Cost, HR, Communication and Risk Management (you may get Quality & Procurement type questions but related to theory in other KA’s) If you do not know PMBOK concepts across all 9 Kas you will be at a severe disadvantage MASTER the Time Management Knowledge Area in every sense. Know and memorize the inputs, tools and techniques, and outputs of each of the 6 processes Exam Prep New slide
- 12. 12 Re : Time Management….Understand the processes that interact with the above 6 time management processes. For example, in order to generate the Activity List out of the first process (Define Activities), you must have generated the WBS. What is the WBS, and where does it come from? Scope Management KA Know everything about WBS! study Rita Scope Management Exam Prep New slide
- 13. 13 Study the Monitor & Control Costs process. Earned Value Management (EVM) is used as part of controlling the schedule. In the PMBOK Guide, EVM is covered in detail within the Control Costs process, out of the Project Cost Management Knowledge Area. That means knowing the following EVM formulas: SV, SPI, CV, CPI, EAC, ETC, TCPI, VAC. Know how to read the results. For network diagrams, practice calculating a forward pass, backward pass, total float, and free float. This includes calculating network diagrams that contain start-to-start (SS) and finish-to-finish (FF) logical relationships with leads and lags. In class, we go through many examples of calculating these. Expect to see a few on the exam. Exam Prep New slide
- 14. 14 Study the Communications Management Knowledge Area. If a good project manager spends 90% of their time communicating, wouldn’t you say that a scheduler also communicates as much? Remember that communication is part of all people interaction, including the distribution and sharing of reports. Read the Practice Standard for Scheduling. Familiarize yourself thoroughly with the schedule model and understand the component terms Recommended Study materials - PMBOK version, PMI-SP Handbook, PMI Practice Std for Scheduling Exam Prep New slide
- 15. 15 Breakdown of Questions PROCESS GROUPS No. of Questions Schedule Mission Management 15 Questions Schedule Creation 39 Questions Schedule Maintenance 39 Questions Schedule Analysis 38 Questions Schedule Communication / Reporting 39 Questions
- 16. 16 How to Study Study Guidelines
- 17. 17 Exam Taking Techniques Why People Fail Be Prepared
- 18. 18 Exam Taking Techniques Techniques
- 19. Unit 1 19 Introduction – PMBOK® Review
- 20. 20 “… includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups." PMBOK® page 71 Project Integration Management
- 21. 21 Project Integration Management PMBOK® Chapter 4 Project Integration Management Close Project or Phase Monitor & Control Project Work Direct & Manage Project Execution Develop Project Charter Develop Project Management Plan Perform Integrated Change Control
- 22. 22 Develop Project Charter “is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders’ needs and expectations.” PMBOK® page73 Project Integration Management Inputs Project Statement of Work Business Case Contract Enterprise Environmental Factors Organizational Process Assets Tools and Techniques Expert Judgment Outputs Project Charter Initiating Planning Executing Closing Monitoring & Control
- 23. 23 Develop Project Management Plan “…is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.” PMBOK® page 78 Project Integration Management Inputs Project Charter Outputs from Planning Process Enterprise Environmental Factors Organizational Process Assets Tools and Techniques Expert Judgment Outputs Project Management Plan Initiating Planning Executing Closing Monitoring & Control
- 24. 24 “… includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.” PMBOK® page 103 Project Scope Management Anything not explicitly included is implicitly excluded.
- 25. 25 Project Scope Management PMBOK® Chapter 5 Scope Management Verify Scope Create WBS Collect Requirements Define Scope Control Scope
- 26. 26 Collect Requirements “ …is the process of defining and documenting stakeholders’ needs to meet the project objectives.” PMBOK® page 105 Project Scope Management Inputs Project Charter Stakeholder Register Tools and Techniques Interviews Focus Groups Facilitated Workshops Group Creativity Techniques Questionnaires and Surveys Observations Prototypes Outputs Requirements Documentation Requirements Management Plan Requirements Traceability Matrix Initiating Planning Executing Closing Monitoring & Control
- 27. 27 Define Scope “…is the process of developing a detailed description of the project and product.” PMBOK® page 112 Project Scope Management Inputs Project Charter Requirements Documentation Organizational Process Assets Tools & Techniques Expert Judgment Product Analysis Alternatives Identification Facilitated Workshops Outputs Project Scope Statement Project Documents Updates Initiating Planning Executing Closing Monitoring & Control
- 28. 28 Create WBS “…is the process of subdividing project deliverables and project work into smaller, more manageable components.” PMBOK® page 116 Project Scope Management Inputs Project Scope Statement Requirements Documentation Organizational Process Assets Tools & Techniques Decomposition Outputs WBS WBS Dictionary Scope Baseline Project Document Updates Initiating Planning Executing Closing Monitoring & Control
- 29. Common Vision 29
- 30. 30 Example Work Breakdown Structure Create WBS Shopping Centre Design 20 Property 10 Construction 30 Project Management 40 Site Plan 20.10 City Approval 20.20 Building Design 20.30 Landscape Design 20.40 Work Package Initiating Planning Executing Closing Monitoring & Control
- 31. 31 Control Scope “… is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.” PMBOK® page 125 Project Scope Management Inputs Project Management Plan Work Performance Information Requirements Documentation Requirements Traceability Matrix Organizational Process Assets Tools & Techniques Variance Analysis Outputs Work Performance Measurements Organizational Process Assets Updates Change Requests Project Management Plan Updates Project Document Updates Initiating Planning Executing Closing Monitoring & Control
- 32. 32 Verify Scope “… is the process of formalizing acceptance of the completed project deliverables.” PMBOK® page 123 Project Scope Management Inputs Project Management Plan Requirements Documentation Requirements Traceability Matrix Validated Deliverables Tools & Techniques Inspection Outputs Accepted Deliverables Change Requests Project Document Updates Initiating Planning Executing Closing Monitoring & Control
- 33. 33 … includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.” PMBOK® page 189 Project Quality Management
- 34. 34 Project Quality Management Quality Management Perform Quality Control Perform Quality Assurance Plan Quality PMBOK® Chapter 8
- 35. 35 Plan Quality “… involves identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance.” PMBOK® page 192 Project Quality Management Inputs Scope Baseline Stakeholder Register Cost Performance Baseline Risk Register Enterprise Environmental Factors Organizational Process Assets Tools & Techniques Cost-Benefit Analysis Cost of Quality Control Charts Benchmarking Design of Experiments Statistical Sampling Flowcharting Proprietary Quality Management Methodologies Additional Quality Planning Tools Outputs Quality Management Plan Quality Metrics Quality Checklists Process Improvement Plan Project Document Updates Initiating Planning Executing Closing Monitoring & Control
- 36. 36 Cause and Effect Diagram Potential Causes Classic Sources of Problems to Consider Major Defect
- 37. “Risk is an uncertain event or condition that, if it occurs, has an effect on at least one project objective.” PMBOK® page 275 Project Risk Management 37
- 38. Project Risk Management PMBOK® Chapter 11 Risk Management Plan Risk Responses Perform Qualitative Risk Analysis Plan Risk Management Identify Risks Monitor & Control Risks Perform Quantitative Risk Analysis 38
- 39. Plan Risk Management “… is the process of defining how to conduct risk management activities for a project.” PMBOK® page 276 Project Risk Management Inputs Project Scope Statement Cost Management Plan Schedule Management Plan Communications Management Plan Enterprise Environmental Factors Organizational Process Assets Tools & Techniques Planning Meetings and Analysis Outputs Risk Management Plan Initiating Planning Executing Closing Monitoring & Control 39
- 40. Identify Risks “… determining which risks may affect the project and documenting their characteristics..” PMBOK® page 282 Project Risk Management Inputs Risk Management Plan Activity Cost Estimates Activity Duration Estimates Scope Baseline Stakeholder Register Cost Management Plan Schedule Management Plan Quality Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets Tools & Techniques Documentation Reviews Information Gathering Techniques Checklists Analysis Assumptions Analysis Diagramming Techniques SWOT Analysis Expert Judgment Outputs Risk Register Initiating Planning Executing Closing Monitoring & Control 40
- 41. 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.” PMBOK® page 289 Project Risk Management Inputs Risk Register Risk Management Plan Project Scope Statement Organizational Process Assets Tools & Techniques Risk Probability and Impact Assessment Probability & Impact Risk Matrix Risk Data Quality Assessment Risk Categorization Risk Urgency Assessment Expert Judgment Outputs Risk Register Updates Initiating Planning Executing Closing Monitoring & Control 41
- 42. Perform Quantitative Risk Analysis “… is the process of numerically analyzing the effect of identified risks on overall project objectives..” PMBOK® page 294 Project Risk Management Inputs Risk Register Risk Management Plan Cost Management Plan Schedule Management Plan Organizational Process Assets Tools & Techniques Data Gathering and Representation Techniques Quantitative Risk Analysis and Modeling Techniques Expert Judgment Outputs Risk Register Updates Initiating Planning Executing Closing Monitoring & Control 42
- 43. Plan Risk Responses “… is the process of developing options and actions to enhance opportunities and to reduce threats to the project objectives.” PMBOK® page 301 Project Risk Management Inputs Risk Register Risk Management Plan Tools & Techniques Strategies for Negative Risks or Threats Strategies for Positive Risks or Opportunities Contingent Response Strategies Expert Judgment Outputs Risk Register Updates Risk-Related Contract Decisions Project Management Plan Updates Project Document Updates Initiating Planning Executing Closing Monitoring & Control 43
- 44. Monitor & Control Risks “… is the process of implementing risk response plans, tracking identified risks and monitoring residual risks, identifying new risks and evaluating risk process effectiveness throughout the project.” PMBOK® page 308 Project Risk Management Inputs Risk Register Project Management Plan Work Performance Information Performance Reports Tools & Techniques Risk Reassessment Risk Audits Variance and Trend Analysis Technical Performance Measurement Reserve Analysis Status Meetings Outputs Risk Register Updates Organizational Process Assets Updates Change Requests Project Management Plan Updates Project Document Updates Initiating Planning Executing Closing Monitoring & Control
- 45. Summary Discussion • For you assigned Knowledge Area (KA), discuss and document the following: 1. How do the processes in the KA impact the project schedule? 2. What can go wrong if the ‘scheduler’ does not understand these processes? 45
Editor's Notes
- #3: Exam Tip: PMBOK and other Standards give you ‘Commonly’ Accepted best practices.
- #4: How to use this manual This manual is intended to be used in conjunction with PMI’s Practice Standard for Scheduling. It follows the outline of PMBOK® material, referring to each domain in the exam specification. You have a hard copy of each slide and supplementary handouts used by the instructor. Supporting comments and notes with each slide to help you remember the discussion that accompanied the slide presentation. Selected exercises for learning reinforcement. Sample exam questions for practice. Tips are included throughout the material.
- #5: At this time, it would be a good idea take a few minutes to familiarize yourself with PMI® – Practice Standard for Scheduling . Please read the preface at the beginning of the standards book. Project Model = all project specific data eg. WBS, resources, activities, etc. Project Schedule = output and is the schedule data eg. Milestone date, duration, etc in forma of Network Diagram, Gantt Chart, Activity list with dates
- #6: Remember – a schedule is not finalized until Risk Management is done and risk is an iterative process. Why? For example, you may determine that the initial activity estimate For design or coding is at risk since you have an inexperienced junior resource. When this risk is identified, you have to go back and revisit the initial schedule.
- #8: For complete details refer to PMI’s® web site and Certification Handbook http://www.pmi.org or call PMI (610) 356-4600 More information about the Testing Centres is available at www.2test.com. Testing Centres are offered through Prometric (formerly Sylvan Technology TM). NOTE: There can be busy periods where it can take as much as 6 weeks to book your exam. Please contact the centre as early as possible to ensure you are able to schedule your exam date. Number of Hours that You Specialized in Project Risk Management Consider all of the projects that you have worked on and identify how many hours you spent on project risk management. For this section of the application and the requirement, if you worked on multiple projects at one time, all the hours spent on project risk management count toward the total.
- #9: For complete details refer to PMI’s® web site and Certification Handbook http://www.pmi.org or call PMI (610) 356-4600 More information about the Testing Centres is available at www.2test.com. Testing Centres are offered through Prometric (formerly Sylvan Technology TM). NOTE: There can be busy periods where it can take as much as 6 weeks to book your exam. Please contact the centre as early as possible to ensure you are able to schedule your exam date. Number of Hours that You Specialized in Project Risk Management Consider all of the projects that you have worked on and identify how many hours you spent on project risk management. For this section of the application and the requirement, if you worked on multiple projects at one time, all the hours spent on project risk management count toward the total.
- #10: *Note: There will be 20 pre-test questions randomly placed throughout the examination to gather statistical information on the performance of these questions in order to determine whether they may be used on future examinations. Establishing the Passing Score The passing score for all PMI credential examinations is determined by sound psychometric analysis. PMI uses subject matter experts form across the globe to help establish a point at which each candidate should pass the examination(s) and the examination point of difficulty. Data that shows how candidates actually performed is cross referenced with subject matter experts to ensure that the point of difficulty on each examination is healthy. PMI Credential Handbook (2008) The score report will define proficiency based on the following: Proficient – indicates performance is above the average level of knowledge in this domain Moderately Proficient – indicates performance that is at the average level of knowledge in this domain Below Proficient – indicates performance is below the average level of knowledge in this domain
- #15: (Breakdown of the items and number of questions is in the ‘Project Management Scheduling Professional (PMI-SP®) Examination Specification’) You will see some questions asking: “what should you do in this situation?” Questions with data can often have multiple questions related to the data supplied. Approximately 4 to 5 questions on earned value. There will be questions on scheduling terminology and good practices. There will be questions on other knowledge areas besides ‘Time’. There will be some ambiguous questions and questions with extraneous information.
- #16: Study groups are recommended, but only if there is a plan and reliability, etc. Studying at home may be the most convenient, but leaving the house may have advantages. It is not enough to memorize material, many questions require ability to thoroughly understand topics as may be phrased differently or have to be apply differently. Some topics may be of a particular interest to you, some you are familiar and comfortable with and others are your worst nightmare! Mental block topics – Spend time here. Challenge yourself to learn them, review material until it clicks. Ask for advice and guidance from practitioners/study partners (who do get it). Come prepared to discuss your problem topics at PMI-SP® Review Course. Re-read the material and try the questions 2 more times
- #17: Why People Fail People fail due to not knowing the material or by letting their nerves get the best of you. Be Prepared Visit test center prior to date to know the route and how long it will take to get there. Leave yourself an extra half hour to register with the center and conduct the 15-minute computer tutorial. Read the authorization letter provided by PMI® it contains a lot of valuable information and be sure to bring it with you. The testing center will advise you what may be brought into the testing room. Dress comfortably (sitting for hours!)
- #18: Techniques Pace yourself. 1.4 minutes per question. You have 3.5 hours. To increase your chances of passing the exam ensure you read the entire question and all answers. Re-read them and understand what is being asked before jumping to conclusions. Go through the entire exam once, answer questions that come easily, and mark those you are unsure of. Go back through the marked questions and try to answer them. This may require one more pass. If you have time, take it. Don’t answer until you know it. However, do not leave any questions unanswered, there are no additional penalties for wrong answers. Eliminate 2 wrong answers/or picking 2 right answers. In your mind, put the question into the applicable knowledge area and then the project process area before answering. You may need a calculator for some questions, but this will be provided for you on the testing computer, or you may request a desktop model from them. Always answer the questions from PMI®’s perspective Write down the formulas as soon as you sit down. Don’t panic! Remind yourself that you are well prepared and that you will walk away from the examination room with the newly (and most deserving) designation of PMI-SP®.
- #20: Integration includes characteristics of unification, consolidation, articulation and integrative actions that are crucial to project completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management also includes the activities needed to manage project documents to ensure consistency with the project management plan and product deliverables.
- #21: It is important to understand the type of organization that you work at in terms of matrix, functional or projectized. Exam Tips: In a functional organization with many projects (project driven) – matrix form of management is often best as it optimizes resources and keeps focus on projects In a projectized organization, the project manager has high levels of authority and generally controls the project budget
- #22: The project charter establishes a partnership between the performing organization and the requesting organization. The approved project charter formally initiates the project is primarily concerned with documenting the business needs, project justification, current understanding of the customer’s requirements, and the new product, service or result. A project is authorized by someone external to the project such as a sponsor, PMO, or portfolio steering committee. They should be at a level that is appropriate to funding the project. They will either create the charter or delegate it to the project manager. This usually triggers the creation of a needs analysis, or business case. Exam Tip: Know the difference between Enterprise Environmental Factors and Organizational Process Assets Enterprise Environmental Factors: any or all external or internal environmental factors that surround or influence success – include organizational culture, structure, infrastructure, existing resources, commercial databases, market conditions, and PM software Organizational Process Assets: all process assets that can be used to influence project success. Can include forma and informal plans policies, procedures, guidelines, organizations own knowledge bases such as lessons learned or historical information
- #23: The project management plan defines how the project is executed, monitored and controlled, and closed. The project management plan content will vary depending upon the application area and complexity of the project. The project management plan is developed through a series of integrated processes until project closure. The process results in a project management plan that is progressively elaborated by updates and controlled and approved through the Perform Integrated Change Control process.
- #24: Managing the project scope is primarily concerned with defining and controlling what is and what is not included in the project. Exam Tip: PMI® states that you should give the customer what they asked for, no more and no less. Further that giving more has no benefit to the project. There are also questions in quality relating to "gold plating".
- #25: The work involved in performing the five processes of Project Scope Management is preceded by a planning effort by the project management team. This is part of the Develop Project Management Plan process (done in Project Integration Management) which produces a Scope Management Plan that shows how project scope will be: defined documented verified managed controlled.
- #26: The project’s success is directly influenced by the care taken in capturing and managing project and product requirements. Requirements include the quantified and documented needs and expectations of the sponsor, customer, and other stakeholders. Collecting requirements is defining and managing customer expectations. Requirements become the foundation of the work breakdown structure (WBS), cost, schedule, and quality planning are all built upon these requirements. Many organizations categorize requirements into project requirements and product requirements: Project requirements e.g., business requirements, project management requirements, delivery requirements, etc. Product requirements e.g., information on technical requirements, security requirements, performance requirements, etc.
- #27: The preparation of a detailed project scope statement is critical to project success and builds upon the major deliverables, assumption, and constraints that are documented during project initiation. During planning the project scope is defined and described with greater specificity as more information about the project is known. Exam Tip: Previous version of PMBOK had a ‘preliminary scope statement’ as an early deliverable in integration and can include: Project and product objectives Product or service requirements and characteristics Product acceptance criteria Project boundaries Project requirements and deliverables Project constraints Project assumptions Initial project organization Initial defined risks Schedule milestones Initial WBS (Work Breakdown Structure) Order of magnitude cost estimate Project configuration management requirements Approval requirements
- #28: Exam Tip: The WBS is very important. It provides the foundation for all project planning and control. Graphical picture of the hierarchy of the project Forces you to think through the whole project A good communication tool for stakeholders Gets team buy-in The benefits of the WBS, include: Improves the accuracy of cost, time and resource estimates Defines a baseline for performance measurement & control Facilitates clear responsibility assignments Exam Tip: The Scope Baseline is comprised of the WBS plus the Scope Statement plus the WBS dictionary
- #30: A WBS is finalized by establishing control accounts for the work packages and unique identifier from a code of accounts. A control account is a management control point where scope, cost, & schedule are integrated and compared to the earned value for performance measurement. Exam Tip: Know work package and control accounts! WBS Checklist 80 Hour Rule: Can the work can be performed under 80 hours? Can it be completed without interruption? The title of the work package is a NOUN More basic guidelines about the WBS: The entire project is included in the highest levels. Each level of the WBS is a smaller segment of the level above it. The lowest level may be referred to as work packages. These may be further decomposed in the project plan and schedule to identify activities. Structuring and organizing the deliverables and associated project work can take a number of forms. Each item is generally assigned a unique qualifier from a Code Of Accounts, which can provide a hierarchical summation of costs, scope, schedule and resources compared to earned value for performance measurement.
- #31: Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processed through the Perform Integrated Change Control process. Uncontrolled changes are often referred to as ‘scope creep’.
- #32: Verifying scope – includes reviewing deliverables with the customer or sponsor to ensure that they are completed satisfactorily and obtaining formal acceptance of deliverables by the customer or sponsor. It differs from Quality Control in that scope verification is primarily concerned with acceptance of the deliverables and quality control is concerned with meeting quality requirements specified for the deliverables. Quality control is generally performed before scope verification, but these two processes can be performed in parallel.
- #33: Quality is ‘the degree to which a set of inherent characteristics fulfill requirements.’ Project quality management must address both the management of the project and the product. Grade is a category assigned to products or services having the same functional use but different technical characteristics. Precision means the values of repeated measurements are clustered and have little scatter. Accuracy means that the measured value is very close to the true value. Modern quality management complements project management. Both disciplines recognize the importance of: Customer Satisfaction Prevention over Inspection Continuous Improvement Management Responsibility
- #34: Exam Tip: PMI®’s philosophy is that quality is doing what you said you were going to do. Quality is not giving the customer extra! ‘Gold Plating’ adds no value to the project.
- #35: One of the fundamental tenets of the modern quality management is: Quality is planned, designed and built in – not inspected in.
- #36: Ishikawa’s 7 Basic Tools of Quality – 95% of quality related problems can be resolved using these basic tools Cause and Effect Diagrams Control Charts Flowcharting Histogram Pareto Chart Run Chart Scatter Diagram Cause and Effect Diagram also called Ishikawa* diagrams or fishbone diagrams, illustrate how various factors might be linked to potential problems or effects. A possible root cause can be uncovered by continuing to ask “why” or “how” along one of the lines. “Why-Why” and “How-How” diagrams may be used in root cause analysis. Cause and effect diagrams are also used in risk analysis. Exam Tip: Root cause analysis is a very useful tool for scheduling to identify underlying causes of problems or issues. Brainstorming is used to solve problems and come up with solutions. * Kaoru Ishikawa wrote The Guide to Quality Control and The Statistical Quality Control Handbook.
- #40: Identify Risks – is an iterative process because new risks may evolve or become known as the project progresses through its life cycle.
- #41: Perform Qualitative Risk Analysis prioritizes risks for further analysis or action by assessing and combining their probability of occurrence and impact. It also assesses the priority of identified risks, the impact of it, as well as the time frame for response and the organization’s risk tolerance associated with the project constraints. Such assessments reflect the attitudes of the project team and other stakeholder to risk. The time criticality of risk-related actions may magnify the importance of a risk. An evaluation of the quality of the available information on project risks also helps clarify the assessment of the risk’s importance to the project.
- #42: The Quantitative Risk Analysis is performed on risks that have been prioritized by the Perform Qualitative Risk Analysis process as potentially and substantially impacting the project’s competing demands. Exam Tip: Risk Estimate: probability that an adverse effect will occur In addition to expressing the variability of a population, standard deviation is commonly used to measure confidence in statistical conclusions. For example, the margin of error in polling data is determined by calculating the expected standard deviation in the results if the same poll were to be conducted multiple times. Standard deviation is also important in finance, where the standard deviation on the rate of return on an investment is a measure of the risk. The higher the Standard Deviation the lower the Risk.
- #43: Risk Response Planning includes the identification and assignment of one person (the ‘risk response owner’) to take responsibility for each agreed-to and funded risk response.
- #44: Monitor and Control Risks process applies techniques, such as variance and trend analysis, which require the use of performance information generated during project execution. Other purposes of Monitor and Control Risks process are to determine if: Project assumptions are valid Analysis shows an assessed risk has changed or can be retired Risk management policies and procedures are being followed Contingency reserves of cost or schedule should be modified in alignment with the current risks assessment. EXAM TIP: It is the responsibility of the scheduler to inform the project manager of any potential risks that he/she identifies that might cause schedule delays – why? So that PM can update the Risk Register.