pg pm-pmp11.15.23 pmbok classes Chapter 5 Flashcards
there are 5 process groups and 49 processes
Develop Project Management Plan two parts
project management plan and project documents
Develop Project Management Plan – Outputs
Describes how the project is executed, monitored and controlled
Updated and revised through the Perform Integrated Change
Control process
Develop Project Management Plan – Outputs Project Baselines four points
Scope Baseline
Schedule Baseline
Cost Baseline
Subsidiary Management Plans
Develop Project Management Plan Subsidiary management plans six points
Project life cycle
Performance measurement baseline
Development approach
Change Management Plan
Configuration Management Plan
Management reviews
Plan Scope Management three points
inputs, tools and techniques, outputs
Collect Requirements –Tools & Techniques 8 points
Expert judgment, Data gathering Questionnaires and surveys, Data analysis, Decision making, Data representation, Interpersonal and team skills
Define Scope
project scope is the common understanding among stakeholders about what goes into a project and the factors that define its success
Project Constraints and Assumptions Constraints
factors that will limit the project management team’s options.
Project Constraints and Assumptions
factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration.
If not true, can become a risk.
Creating a Work Breakdown Structure (WBS) does what?
Subdividing project deliverables and project work into smaller, more manageable components
Value of WBS and where can that value be defined clearly?
WBS Dictionary defines, details, and clarifies the various elements of the WBS
Do not confuse WBS with?
OBS -organizational breakdown structure showing which elements are assigned to which organization
RBS -resource breakdown structure or risk breakdown structure
BOM -Bill of Materials showing a hierarchical view of a physical assembly
CWBS -contractual WBS showing level or reporting from supplier to buyer
Plan Schedule Management does what?
Establishing the policies, procedures and documentation for planning, developing, managing, executing and controlling the project schedule.”
Define Activities
Identifying and documenting the specific actions to be performed to produce the project deliverables.”
What does defining activities accomplish?
Define activities process decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work
Define Activities – Tools & Techniques
Create WBS Deliverables
Define Activities List of activities
Sequence Activities
finish to start, start to start, finish to finish
Sequence Activities: finish to start (FS)
an activity must finish before the successor can start. Example you must finish digging the hole before you can start the next activity of planting the tree.
Sequence Activities: start to start (SS)
an activity must start before the successor can start. Example you must start designing and wait for two weeks lag in order to have enough of the desing copmpleted to start coding.
Sequence Activities: Finish to finish (FF)
an activity must be finished before the successor can finish. Example you most finish testing before you can finish documentation
Sequence Activities: Start to finish (SF)
an activity must start before the successor can finish. the dependency is rarely used.
Sequence Activities: Dependency Determination and Integration
Dependencies may be characterized by the following attributes Mandatory
Discretionary
Internal
External
Sequence Activities: External dependencies.
External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside of the project team’s control.
Sequence Activities: External dependencies Example
example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project.
Sequence Activities: Internal dependencies.
Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control.
Sequence Activities: Internal dependencies example
For example, if the team cannot test a machine until they assemble it, there is an internal mandatory dependency.
Sequence Activities: 3 Leads and Lags
A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity.
Sequence Activities: 3 Leads and Lag example
For example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion.
Sequence Activities: Lag definition
A lag is the amount of time a successor activity will be delayed with respect to a predecessor activity.
Sequence Activities: Lag definition example
For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it.
Sequence Activities: PMIS
Project management information systems includes scheduling software that has the capability to help plan, organize, and adjust the sequence of the activities; insert the logical relationships, lead and lag values; and differentiate the different types of dependencies.
