PMP Lecture 9

7/25/2019 PMP Lecture 9

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AUC TechnologiesConsulting | Development | Mentoring | Training

Project Management With PMP Exam Preparation


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Agenda

Execution [Acquire Project Team]

Execution [Develop Project Team]

Execution [ Direct And Manage Execution]

Controlling [ Verify Scope]

Controlling [ Perform Quality Control ]

Controlling [ Perform Integrated change control ]


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Project Execution & Controlling Process Group

Coordinat ing peop le and other

resou rces to carry out the plan

Ensu ring that pro ject object ives are

met be monitor ing and measur ing

prog ress and tak ing co rrect ive

act ion when necessary


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Execution & Controlling Project Cases

Case 1 - Deliverables

Case 2 - Change Request

Case 3 - Work Performance Information


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Execution & Controlling Project Cases

Case 1 Deliverables

Case 1 aHappy Case

Case 1 bAngry Case

Case 1 cPrototype


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Case 1 a- Happy Case


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Case 1 b- Angry Case


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Case 1 c- Prototype Case


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Case 2- Change Request


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Executing Process Group

Project execution involves managing and performing the work

described in the project management plan

The majority of time and money is usually spent on execution

This application area of the project directly

affects project execution because the products

of the project are produced during execution


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Monitoring And Controlling Process Group

Purposes

Communicate

Coordinate

Take actions needed to stay on track

Weekly team project review meeting

Reports to stakeholders

Audit Risks


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Staffing plans and good hiring procedures are important, as are

incentives for recruiting and retention

Some companies give their employees one dollar for every

hour a new person they helped hire works

Some organizations allow people to work from home as an

incentive

Obtaining Human Resources to complete the project

Acquire Project Team


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Acquire Project Team

1. Project Management

Plan

2. Enterprise

Environmental

Factor

3. Organizational

Process Assets

1. Pre-Assignments

2. Negotiation

3. Acquisition

4. Virtual Teams

1. Project Staff

Assignments

2. Resource

Calendars

3. Project Mgmt Plan

(Update)

Input

Output

Tools


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Develop Project Team

The main goal of team development is to help people work

together more effectively to improve project performance

It takes teamwork to successfully complete most projects

To improve the competencies and interaction of team

members


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Develop Project Team

1. Project Staff

Assignments


3. Resource

calendars

1. Interpersonal skills

2. Training

3. Team Building

Activities

4. Ground Rules

5. Co-location6. Recognition &

Rewards

1. Team Performance

Assessment

2. Enterprise

environmental

factors updates

Input Output

Tools


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Tuckman Model of Team Development

Forming

Storming

Norming

Performing

Adjourning


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Direct And Manage Execution

Process requires the project manager and the project team

to perform multiple actions to execute the project

management plan to accomplish the work defined in the

project scope statement.

Execut ing the work def ined in the pro ject management plan

to achieve the projects requirements defined in the project

scop e statement


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Direct And Manage Execution


2. Approved change

requests

4. Enterprise

Environmental

Factors

5. Organizational

process Assets

1. Expert judgment

2. Project

Management

Information

System

1. Deliverables

2. Work performance

information

3. Change Requests4. Project

Management Plan

Updates

5. Project document

updates

Input Output

Tools


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Perform Quality Control

Determ in ing th at pro ject wo rk is comply w ith re levant

standards and ident ify ing ways to el iminate causes of

unsat is factory Resul ts

Quality Control is often performed by quality department

Project Team requires to understand

Prevention and inspection

Attribute Sampling and Variables Sampling

Special Cause and Common Cause [random causes]

Tolerance and control limits


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Perform QualityControl

1. Project

Management plan

2. Quality metrics

3. Quality checklists4. Work

Performance

measurements

5. Approved change

requests

6. Deliverables

7. OrganizationalProcess Assets

1. Cause and effect

diagram

2. Control charts3. Flowcharting

4. Histogram

5. Pareto chart

6. Run chart

7. Scatter diagram

8. Statisticalsampling

9. Inspection

10. Approved change

request review

1. Quality control

measurements

2. Validated changes

3. Validated Deliverables

4. Organizational ProcessAssets (updates)

5. Change requests

6. Project Mgmt plan

(updates)

7. Project document

updates

InputOutput

Tools


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Verify Scope

Obtaining the stakeholders formal acceptance of the

completed project scope and associated deliverables.

Scope verification is concerned with acceptance of

deliverables

Formalizing acceptance of the completed pro ject

del iverables


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Verify Scope


plan

2. Requirement

documentation

3. Requirement

traceability Matrix

4. Validated

Deliverables

1. Inspection

1. Accepted Deliverables

2. Change Requests

3. Project document

Updates

Input

Output

Tools


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Perform Integrated Change Control

Three main objectives are:

Influencing the factors that create changes to ensure that

changes are beneficial

Determining that a change has occurred

Managing actual changes as they occur

Reviewing al l change requests, approv ing c hanges, and

contro l l ing changes to the del iverables and organizat ional

process assets


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Perform Integrated Change Control


2. Work performance

information

3. Change Request4. Enterprise

Environmental

Factors

5. Organizational

Process Assets

1. Expert Judgment

2. Change Control

Meetings

1. Change request status

updates


Plan updates

3. Project document

Updates

InputOutput

Tools


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Integrated Change ControlChange Control

Change Control Board

A formal group of people responsible for approving or

rejecting changes on a project

CCBs provide guidelines for preparing change requests,

evaluate change requests, and manage the implementation of

approved changes

Includes stakeholders from the entire organization


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Integrated Change Control - Suggestions

View project management as a process of constant

communications and negotiations

Plan for change

Establish a formal change control system

Use good configuration management

Define procedures for making timely decisions on changes

Use written and oral performance reports

Use PMIS to help manage and communicate changes


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Questions

Documents

PMP Lecture 9