Chapter 1

PMBOK Project management body of knowledge Recognized as good practice

o Meaning there is general agreement that the application of these skills, tools, and techniques can enhance the chances of success over many projects.

o Does not mean the knowledge described should always be applied uniformly to all projectso Organization and/or project management team is responsible for determining what is

appropriate for any given project.Project

A TEMPORARY endeavor undertaken to create a unique product, service, or result Project Management

The application of knowledge skills, tools and techniques to project activities to meet project requirements

Identifying requirements Addressing various needs, concerns, and expectations of the stakeholders as the project is

planned and carried out Balancing the competing constraints including but not limited to

o Scope, Quality, Schedule, Budget, Resources, and Risk Portfolio Management

Refers to the centralized management of one or more portfolioso Includes identifying, prioritizing, authorizing, managing, and controlling projects, programs,

and other related work to achieve specific strategic objectives.o Focuses on ensuring that projects and programs are reviewed to prioritize resource

allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies.

Maximize the value of the portfolio by careful examination of it components Timely exclusion of projects not meeting the portfolios strategic objectives. The needs of the projects including resource needs, are rolled up and communicated back to the

portfolio level, which in turns sets the direction for organizational planning Progressive elaboration

Continuously improving and detailing a plan as more-detailed and specific information and more accurate estimates become available.

Allows a project management team to manage to a greater level of detail as the project evolves. Program management

Is the centralized management of a program to achieve the programs objectives and benefits. Projects within the program are related through the common outcome or collective capability.

o If the relationship between projects is only that of a shared client, seller, technology, or resource, the effort should be managed as a portfolio of projects rather than as a program

Program management focuses on the project interdependencies and helps determine the optimal approach for managing them

Actions may include

Resolving resource constraints and/or conflicts that affect multiple projects within the program

Aligning organizational/strategic direction that affects project and program goals and objectives

Resolving issues and change management within a shared governance structure. Project Management Office (PMO)

A primary function of the PMO is to support project managers in a variety of ways which may include, but are not limited to:o Managing shared resources across all projects administered by the PMOo Identifying and developing project management methodology, best practices and standardso Coaching, mentoring, training, and oversighto Monitoring compliance with project management standard policies, procedures, and

templates via project auditso Developing and managing project policies, procedures, templates, and other shared

documentation (organized process assets)o Coordinating communication across all projectso Centralize and Coordinate

PMO has an organizational perspective while the project manager has a project perspective. PMO should be making decisions that are best for the organization

Business Value

Unique to each organization Defined as the entire value of the business The total sum of all tangible and intangible elements Through the effective use of portfolio, program and project management, organizations will

process the ability to employ reliable, established processes to meet strategic objectives and obtain greater business value from their project investmentso Business value realization is achieved with the effective integration of strategic planning,

portfolio management, portfolio management, program management and project management.

o It can be further facilitated by aligning/strengthening internal enterprise environmental factors such as structure, culture, technology and human resources

Operations Management

Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.

Projects can intersect with operations at various points during the product life cycle including:o At each closeout phaseo When developing a new product, upgrading a product, or expanding outputso Improvement of operations or the product development processo Until divestment of the operations at the end of the product life cycle

Operations are a permanent endeavor that produce repetitive outputs, with resources assigned to basically all same set of tasks according to the standards institutionalized in a product life cycle

Project Based Organizations (PBO)

Refer to the various organizational forms that create temporary systems for carrying out their work

PBOs may be created by different types of organizationso Functionalo Matrixo Projectized

The use of PBOs may diminish the hierarchy and bureaucracy inside the organizations as the success of the work is measured by the final result rather than by position or politics

PBOs conduct the majority of their work as projects and/or provide project rather than functional approaches

The Hierarchy of Strategic Plan and Initiatives, Portfolio, Program, Project, Subproject It is best to start a new project off with a strategic plan and initiatives. This is your more

general/vague goal such as expanding a company to the southern states. The next part of the project would be the portfolio. In this step it is decided exactly what wants to be done such as design and build stores. Remember that a portfolio consists of projects with the same outcome. Next we have the program which is a little more specific. This will tell us exactly where we want the plan to head, for example, to design and build stores in southern Georgia, and then to go even more specific. Next step in the hierarchy is the project. In the project we would descide that we want to design/ build stores in Albany, Georgia. The last step in the hierarchy is the subproject. A subproject would be a project that is part of the bigger project. It is here that we are able to identify exactly what is expected by the time everything is done.

The hierarchy is used effectively is developing business value by that business value is achieved through the effective integration of strategic planning, portfolio management, program management, and project management 5 Functions that the PMO can perform

A PMO manages major program scope changes which may be seen as potential opportunities to better achieve business objectives. The PMO optimizes the use of shared organizational resources across all projects, the PMO manages methodologies, standards, overall risk/opportunity, and interdependencies among projects at the enterprise level. A PMO coaches, mentors, trains and oversees, and a PMO develops managed project policies, procedures, templates, and other shared documentation.

The role of a project manager and the three competencies (knowledge, performance and personal) of project manager

A project manager focuses on the specified project objectives, controls assigned resources to best meet project objectives, manages the constraints (scope, schedule, cost and quality) of the individual projects

Chapter 2

Organizational StructuresFrom left to right Function, Matrix (Weak Matrix, Balanced Matrix, Strong Matrix), Projectized

Functional Structure

Staff has one clear superior in each function Grouped by special function (engineering etc) or department Perceived scope of project limited to boundaries of each function

o Advantages Team members report to only one manager Easier management of specialists Clearly defined career paths Similar resources are centralized and keep their expertise levels high

o Disadvantages No career path in project management Project manager has little or no authority Emphasis is placed on specialty, not the project

Weak Matrix Organization

Staff reporting - primarily functional manager Staff- part-time to project Project leader assigned part-time Authority and decision making primarily with Functional Manager

o Advantages Improved project manger control over resources compared with functional

organization Maximum utilization of scarce resources

Horizontal and vertical communication -better than functional organization Team members have home based in functional area

o Disadvantages Requires multitasking Project team members have multiple bosses Higher potential conflict between project manager and functional manager Potential over-allocation of resources More difficult to monitor and control Additional administration often required

Balanced Matrix Organization

Staff reporting shared - Project Manager and Functional Manager Staff - some assigned to project full-time Project Manager assigned full-time Authority and decision making shared - Project Manager and Functional Manager

o Advantages and Disadvantages are the same throughout all matrices Strong Matrix Organization

PM reports to a PM function Staff - strong "dotted line" reporting to PM Functional Manager retains staff administrative responsibilities Increased authority and decision making for PM

Projectized Organization

Staff reports directly to Project Manager Staff (team) members often collocated PM has total authority, budget, etc PM has staff administrative responsibilities (career progressive, training, etc) May be a staff pool

o Advantages Loyalty to the project More effective communication Efficient project organization

o Disadvantages Loss of specialty expertise over time Duplication of facilities and job functions Less efficient use of resources No feeling of home base

Organizational Process Assets

Are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.o Include any or all process related assets, from any or all organizations involved in the project

that can influence the projects success.o Updating and adding to the organizational process assets as necessary throughout the

project are generally the responsibility of the project team members. Organizational process assets may be grouped into two categories

Processes and procedures

Corporate knowledge base Processes and Procedures

Initiating and Planning Guidelines and criteria for tailoring the organization's set of

standard processes Specific organizational standards such as policies, product and

project life cycles, and quality policies and procedures Templates

Executing, Monitoring and Controlling Change control procedures Financial control procedures Issue and defect management procedures Risk control procedures Procedures for prioritizing, approving, and issuing work

authorizations Closure

Project closure guidelines and requirements Corporate Knowledge Base

Configuration management knowledge bases containing versions and baselines of all official company standards, policies, procedures, and any project documents

Financial databases Process measurement databases Historical Information and lessons learned knowledge databases Issue and defect management databases containing issue and

defect status, control information, issue and defect resolution, and action item results

Project files Enterprise Environmental Factors

Refer to internal and external environmental factors that surround or influence success. Enterprise environmental factors may enhance or constrain project management options May have a positive or negative influence on the outcome Considered as inputs to most planning processes Impacts every sub process

o SHORT ANSWER QUESTION These include

Organizational culture, structure and processes Government and industry standards Infrastructure Existing human resources Personnel administration Company work authorization systems Marketplace conditions Stakeholder risk tolerances Political climate Organization's established communication channels Commercial databases Project management information systems

Notice that these are both internal and external environmental factors Project Stakeholders

Are persons or organizations who are o Actively involved in the projecto Whose interests may be positively or negatively affected by the performance or completion

of the project Stakeholders, may also exert influence over the project, its deliverables, and the project team

members The project management team must identify both internal and external stakeholders in order to

determine the project requirements and expectations of all parties involved Furthermore, the project manger must manage the influence of the various stakeholders in

relation to the project requirements to ensure a successful outcomeo Key Stakeholders

Project Manager PMO Customer/User Performing Organization Project Management Team Portfolio Manager/ Portfolio Review Board Project Team Members Sponsor

Sponsor (know definition for test)

A sponsor is the person or group that provides the resources and supports for the project and is accountable for enabling success

When a project is first received a sponsor champions the projecto Includes serving as a spokesperson to higher levels of management to gather support

throughout the organization and promote benefits that the project will bring.o The sponsor leads the project through the engagement or selection process until formally

authorized, and plays a significant role in the development of the initial scope or charter.o Later the sponsor serves as an escalation path

Project Governance

Is an oversight function that is aligned with the organization's governance model and that encompasses the project life cycle

Project governance framework provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery

For project governance, the PMO may also play some decisive role This is how we manage and control

o The Framework can include Project success and deliverable acceptance criteria Process to identity, escalate, and resolve issues Relationship among the project team, groups and external stakeholders Project organization charts that identifies project roles Processes and procedures for the communication information Project decision-making processes Guidelines for aligning project governance and organizational strategy

Project life cycle approach Process for stage gate or phase reviews Process for review and approval for change requests Process to align internal stakeholders with project process requirements

Project Life Cycle A series of sequential, sometimes overlapping project phases whose name and number are

determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application.o A life cycle can be documented with a methodologyo The life cycle provides the basic framework for managing the project, regardless of the

specific work involved. Characteristics of the Project Life Cycle

Cost and staffing are low at start, peak as the work is carried out, and drops rapidly

Probability of successful completion is low at start Stakeholder influences, risk, and uncertainty are greatest at the start of the

project and decrease over the life of the product Ability to influence the final characteristics of the projects product without

significantly impacting cost highest at the start and decreases towards completion

Project Phase

A phase o Is a collection of logically related project activities that culminates in the completion of one

or more deliverables o When phases are sequential, the close of a phase ends with some form of transfer or

handoff of the work product produced as the phase deliverable o The phase end represents a natural point to reassess the effort underway to change or

terminate the project if necessary. These points are referred to as phase exits, milestones, phase gates, decision gates, stage gates, or kill points

o The work has a distinct focus that differs from any other phase. This often involves different organizations and different skill sets

o The primary deliverable or objective of the phase requires an extra degree of control to be successfully achieved. The repetition of processes across all five process groups (initiate, plan, execute, monitor and control and closing) provides that additional degree of control, and defines the boundaries of the phase

Sequential relationship

One of two basic phase to phase relationships Where a phase can start once the previous phase is complete

o Cost and Benefits The step by step nature of this approach reduces uncertainty, but may eliminate

options for reducing schedule. Overlapping relationships

Where a phase starts prior to completion of the previous one o Costs and Benefits

Allows for the schedule compression technique called fast-tracking; however, this may "increase risk and can result in rework if a subsequent phase progresses before accurate information is available from the previous phase"

Predictive Life Cycles Are ones in which the project scope and the time and cost required to deliver that scope, are

determined as early in the project life cycle as practically as possible. These projects process through a series of sequential or overlapping phase, with each phase

generally focusing on a subset of project activities and project management processeso Predictive life cycles are generally preferred when the product to be delivered is well

understood, there is a substantial base of industry practice or where a product is required to be delivered in full to have value to stakeholder groups

o Not all project management processes are required for each phase Ex. Initiation is often not performed, or performed at a minimal effort in later phases.

However, many large projects will use progressive elaboration or "rolling wave planning"

Iterative and Incremental Life Cycles

Ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team's understanding of the product increases

Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product

During the iteration, activities from all Project Management Process Groups will be performed. At the end of an iteration, a deliverable or set of deliverables will be completed

Adaptive Life Cycle

Also known as change-driven or agile methods Intended to respond to high levels of change and ongoing stakeholder involvement Adaptive methods are also iterative and incremental

o But differ in that iterations are very rapid (usually within a duration of 2 to 4 weeks) and are fixed in time and cost

o Adaptive projects generally perform several processes in each iteration Although early iterations may concentrate more on planning

Useful in largely undefined, uncertain, or rapidly changing environments, but it can reduce the ability to provide long term planning.

Adler and Shenhar

Culture is the most difficult to change

Chapter 3

Process A set of interrelated actions and activities performed to achieve a pre-specified product, result, or

service

Project Management Processes Ensure the effective flow of the project throughout its life cycle These processes encompass the tools and techniques involved in applying the skills and

capabilities described in the Knowledge Areas Product-oriented processes

Specify and create the project's product. Product-oriented processes are typically defined by the project life cycle and vary by application

area as well as the phase of the product life cycle. The scope of the project cannot be defined without some basic understanding of how to create

the specified product o Project Management Processes and Product-oriented processes overlap and interact

throughout the life of the project

Rolling Wave Planning

When large or complex projects are separated into distinct phases or subprojects, all the process groups (Initiate, Plan, Execute, Monitor and Control, and Close) would normally be repeated for each phase or subproject

Rolling wave planning indicates that planning and documentation are iterative and ongoing processes

Initiating Process Group

Consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

Within the Initiating Process o The initial scope is defined and initial financial resources are committed.

o Internal and external stakeholders who will interact and influence the overall outcome of the project are identified

o If not already assigned the project manager will be selected o This information is captured in the project charter and stakeholder register

When the project charter is approved, the project becomes officially authorizedo The key purpose of this process group is to align the stakeholders expectations with the

projects purpose Give them visibility about the scope and objectives Show how their participation in the project and its associated phases can ensure that

their expectations are achieved These processes help set the vision of the project - what is needed to be accomplished Performing the initiating processes at the start of each phase helps to keep the project focused on

the business need that the project was undertaken to addresses Initiating processes are carried out to

o Stakeholders, Charter, Business need, Boundaries, Can all Change Initiating processes may be performed by organizational, program, or portfolio processes external

to the project's scope of control MULTIPLE CHOCIE QUESTION

o Involving customers and other stakeholders during initiation generally improves the probability of shared ownership, deliverable acceptance and stakeholder satisfaction.

Planning Process Group

The planning process group consists of those processes performed to establish the total scope of the effort

Define and refine the objectives Develop the course of action required to attain those objectives The planning processes develop the project management plan and planning documents that will

be used to carry out the project Key Benefits of the Process Group

o Delineate the strategy and tactics as well as the course of action or path to successfully complete the project or phase.

o When the planning process group is well-managed, it is easier to get stakeholders buy-in and engagement.

o These processes express how this will be done, setting the route to the desired objective Significant changes occurring throughout the project life cycle trigger a need to revisit one or more

of the planning processes and, possibly some of the initiating processes The project management plan and project documents developed as outputs from the planning

process group will explore all aspects of the scope, time, costs, quality, communication, risk, and procurements

Executing Process Group

Consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

During project executiono Results may require planning updates and rebaselining.

This can include changes to expected activity durations, changes in resource productivity and availibility, and unanticipated risks.

Such variances may affect the project management plan or project documents and may require detailed analysis and development of appropriate project management responses

The results of the analysis can trigger change requests that, If approved may modify the project management plan or other project

documents possibly require establishing new baselines The specific execution sub-processes will be covered under the various AOKs The vast majority of the project budget will be expended in performing Executing Process Group

Monitoring and Controlling Process Group

The monitoring and controlling process group consists of those processes required to track, review, and regulate the progress and performance of the project

Identify any areas in which changes to the plan are required And initiate the corresponding changes

o Controlling changes and recommending preventative action for potential problems o Monitoring project activities against the project management plan and performance

baselineso Making sure only approved changes are implemented

An important component of project management is integrated change control.o This process offers the only avenue to change baselines

The continuous monitoring provides the project team insight into the health of the project and identifies areas requiring additional attention.

The monitoring and controlling processes group not only monitors and controls the work being done within the group, but also monitors and controls the entire project effort o Key Benefit

The key benefit of this process group is that project performance is observed and measured regularly to identify variances from the project management plan

In multi-phase projects the Monitoring and Controlling Process Group coordinates project phases in order to implement corrective or preventive actions to bring the project into compliance with the project management plan o Health is a good metaphor to monitoring and controlling

If the project is going well, metaphorically, only the temperature and pulse might be reviewed. However, if the project begins to fail, it could be brought into intensive critical care to ensure it continues

Closing Process Group

Consists of those processes performed to finalize all activities across all project management process groups to formally complete the project, phase or contractual obligations.

This process group, when completed, verifies that defined processes are completed within all the process groups to close the project or a phase, as appropriate, and formally establishes that the project or phase is complete

At project or phase closure the following may occuro Obtain acceptance by customer or sponsoro Conduct project or phase-end reviewo Record impacts of tailoring to any processo Document lessons learnedo Update organizational process assets

o Archive project document in PMISo Close out procurement o Perform team members' assessments and release project resources

The closing process group occurs at the end of each phase as well as the end of the project Work Performance Data

The raw observations and measurements identified during activities performed to carry out the project work

Work Performance Information (WPI)

The work performance data collected in the various controlling processes, analyzed in context and integrated based on relationships across areas

Work Performance Reports

The physical or electronic representation of WPI compiled in project documents, intended to generate decisions or raise issues, actions or awareness

Planning Process Group

1 (463) 111 - 5110 SSCQHCRPS

Chapter 4

Project Integration Management 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,o In the project management context, integration includes characteristics of

Unification Consolidation Articulation Integrative actions crucial to project completion Successfully managing stakeholder expectations Meeting requirements

o Project Integration management entails making choices, resource allocation, making tradeoffs among competing objectives and alternatives, and managing the interdependencies among the project management AOKS

o PIM also includes the activities needed to manage project documents to ensure consistency with the project management plan and project deliverables

o Every area is going to have a plano If you increase scope you will most likely need more time/money

Project Statement of Work (SOW)

Is a narrative description of products or services to be delivered by the project. The SOW references

o Business Need. The reason for undertaking the project o Product Scope Description. Characteristics of the product and relationship to business need o Strategic Plan. How the project supports the strategic plan

Internal Project o Project initiator or sponsor provide the SOW based on the business needs, product or

service requirements External Projects

o The SOW can be received from the customer as part of a bid document (request for proposal, request for bid, etc)

Business case

Provides the necessary information to determine whether or not the project is worth the required investment.o Typically the business need and the cost-benefit analysis are contained in the business case

to justify the project. Expert Judgement

Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sourceso Sources include

Other units within the organization Consultants Stakeholders, including the customers or sponsor

Professional and technical associations Industry groups Subject matter experts Project Management Office (PMO)

Project Charter

Documents the business needs, current understanding of the customer's needs, and the new product, service, or result that is intended to satisfy o Project purpose or justification o Measurable project objectives and related criteriao High-level requirements o High-level project description o High-level risks o Summary milestone schedule o Summary budgeto Project approval requirements o Project manager, responsibility and authority levels o Name and authority of project sponsor

Remember the purpose of the Project Charter Document - o Giving the project manager the authority to expend resources. These are high level

components that can be included. Project Management Plan

Is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

The Project Management Plan defines how the project is executed, monitored and controlled, and closedo This process results in a project management plan that is progressively elaborated by

updates and approved through the integrated Change Control processo

The Project Management Plan Integrates and consolidates all of the subsidiary management plans and baselines from the planning processes and include, but not limited to:o The lifecycle selected for the project and the processes that will be applied to each phaseo Results of tailoring by the project management teamo How work will be executed to accomplish the project objectives o A change management plan that documents how changes will be monitored and controlledo A configuration management plan that documents how configuration management will be

performed o How integrity of the performance measurement baselines will be maintained and usedo Need and techniques for communication among stakeholderso Key management reviews for content, extent, and timing to facilitate addressing open issues

and pending decisions Results of tailoring by the project management team

o Project management processes selected by the project management team o Level of implementation of each selected processo Descriptions of the tools and techniques to be used for accomplishing those processeso How the selected processes will be used to manage the specific project, including the

dependencies and interactions among those processes, and the essential input and outputs Think of what could logically be in a project management plan for a large project

Project Baselines and Subsidiary Plans

Project Baselineso Schedule Baseline o Cost Performance Baselineo Scope Baseline

Subsidiary Planso Scope management plano Requirements management plan o Schedule management plano Cost management plano Quality management plan o Process improvement plan o Human resource plan o Communication management plan o Risk management plan o Procurement management plan

Consider the AOKs (Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, Procurement) These are potential subsidiary plans for large projects

Corrective action, preventive action and defect repair

Corrective Actiono Documented direction for executing the project work to bring expected future performance

of the project work line with the project management plan Preventive Action

o Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks

Defect repair

o The formally documented identification of a defect In a project component with a recommendation to either repair the defect or completely replace the component

Deliverable

Any unique and verifiable work product, result, or capability to perform a service that must be produced to complete a process, phase, or project.

Project Management Information Systems

Part of the enterprise environmental factorso Provides access to an automated tool, such as scheduling software tool, a configuration

management system, and information collection and distribution system, or web interfaces to other online automated systems used during the Direct and Manage Project Execution effort

Change Requests Changes may be requested by any stakeholder involved in the project.

o They may first be initiated verbally but they should always be recorded in written form and entered into the change management systems and/or configuration management system

Configuration Management

Configuration management concern changes to the requirements and product while change control concerns the baselines.

Change Log

Chapter 5

Product Scope Characteristics of a product, service, or result

o Completion of the product scope is measured against the product requirements Key Benefits

o It describes the product, service or result boundaries by defining which of the requirements collected will be included and excluded from the project scope

Scope Sub-processes

Project Scope

The processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.o Managing the project scope is primarily concerned with defining and controlling what is and

is not included in the projecto Project scope is the work that needs to be accomplished to deliver a product, service, or

result with the specified features and functions Completion of the project scope is measured against the project management plan

Scope Management Plan

Plan scope management o The process of creating a scope management plan that documents how the project scope

will be defined, validated and controlled

o The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project

o This plan helps reduce the risk of project scope creep Plan Scope Management Sub-process

Requirements documentation

Describes how individual requirements meet the business need for the project.o Requirements may start out as high level and become more detailed as more is known

Before being baselined, requirements must be unambiguous (measurable and testable), traceable, complete, consistent, and acceptable to key stakeholderso Make sure objectives are SMART

Specific Measurable Attainable Realistic Time-bound

Components of requirements documentationo Business need or opportunity to be seized o Business and project objectives for traceability o Functional requirementso Non-functional requirementso Quality requirementso Acceptance criteriao Business rules stating guiding principles of the organization

o Support and training requirementso Requirements assumptions and constraints

Collect Requirements sub-processes and key benefitso The key benefit of this process is that it provides the basis for defining and managing project

and product scopeo

Requirements Traceability Matrix

A table that links requirements to their origin and traces them through the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project.

This process includeso Requirements to business needs, opportunities, goals, and objectiveso Requirements to business objectives o Requirements to project scope/WBS deliverableso Requirements to product design o Requirements to product development o Requirements to test strategy and test scenarios o High-level requirements to more detailed requirements

Decomposition

Is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level.

The work package is the lowest level of the WBS, and is the point at which cost and activity durations for the work can be reliably estimated and managed

The WBS structure can be created in a number of forms,o Using phases of the project life cycle as the first level of decomposition, with the product

and project deliverables inserted at the second levelo Using major deliverables as the first level of decompositiono Using subprojects which may be developed by organization outside the project team, such

as contracted work. The seller then develops the supporting contract work breakdown structure as part of

the contracted work Decomposition of the total project work into packages generally involves the following activities

o Identifying and analyzing the deliverables and related worko Structuring and organizing the WBSo Decomposing the upper level WBS levels into lower level detailed components o Developing and assigning identification codes to the WBS components (called code of

accounts)o Verifying the degree of decomposition of the work is necessary and sufficient

Create WBS Sub-process and Key Benefits

Key Benefitso It provides structured vision of what has to be delivered

Outputs of the baseline include (Only way you can change these components are through integrated change control) MULTIPLE CHOICE QUESTIONo Approved scope statement o WBSo WBS dictionary

Validate Scope Sub process and key benefits

Key benefitso Obtaining stakeholders formal acceptance of the complete project scope and associated

deliverables Outputs

o Accepted deliverables o Change requests o Project Document Updates

Control Scope sub-process and key benefits

Control scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline

Scope creepo Uncontrolled changes that impact project scope

Incrementally, may surprise the project team with budget, schedule, resource impacts May impact quality and risk May be managed via formal change control process

Change control process

o The change control process will also assist in managing scope creep, by detecting changes that are not submitted as requests or by processing changes that were implemented without following process.

o These types of changes may be detected by comparing work results with project baselines or revealed through the verification of scope.

o Variances must be considered as potential drivers for a change request; therefore analysis should be performed to determine the impact.

Code of accounts vs Chart of accounts

Code of accounts is any numbering system used to uniquely identify each component of the WBS

Chart of accounts is any numbering system used to monitor project costs by category (labor, supplies, materials). The chart of accounts is usually based upon the corporate chart of accounts (general ledger)