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					From 06.30AM 07.30AM 08.30AM 09.00AM 07.00PM 08.00PM 09.00PM 10.00PM 10.30PM TOTAL PMP STUDY PLAN Day 21.09.2004 22.09.2004 23.09.2004 24.09.2004 25.09.2004 04.10.2004 05.10.2004 06.10.2004 07.10.2004 08.10.2004

To EXCERSISE BATH/MUSIC PMP STUDY OFFICE 07.30AM 0.25 0.75 0.00 0.00 08.30AM 0.00 0.00 1.00 0.00 09.00AM 0.00 0.00 0.00 0.00 07.00PM 0.00 0.00 2.00 6.50 08.00PM 0.00 0.00 0.00 0.00 09.00PM 0.25 0.25 0.00 0.00 10.00PM 0.00 0.00 1.00 0.00 10.30PM 0.00 0.00 0.00 0.00 06.30AM 0.00 0.00 0.00 0.00 0.50 1.00 4.00 6.50

FAMILY 0.00 0.00 0.50 0.00 0.00 0.50 0.00 0.50 0.00 1.50

TV 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00

Morning Overview Rita Rita Rita Rita Overview Andy Andy Andy Andy

Afternoon Overview 1 2 3&4 5&6 Overview 1 2 3&4 5&6

Evening Overview Rita Rita Rita Rita Overview Andy Andy Andy Andy

26.09.2004 27.09.2004 28.09.2004 29.09.2004 30.09.2004 09.10.2004 10.10.2004 11.10.2004 12.10.2004 13.10.2004

Morning Rita Rita Rita Rita Rita Andy Andy Andy Andy Andy

Afternoon 7&8 9 & 10 11 12 1 TO 12 7&8 9 & 10 11 12 1 TO 12

Evening Rita Rita Rita Rita Rita Andy Andy Andy Andy Andy

DOS/DONTS EMAILS SLEEP TRAVEL TOTAL 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.50 0.25 0.75 0.00 0.50 10.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 8.00 0.00 8.00 0.25 0.75 8.00 0.50 24.00

SrNo KA 1 Integration

SrNo Process 1 Project Plan Devlopment

Purpose Integrating and coordinating all project plans to create a consistent, coherent document Carrying the project plan by performing the activities included therein


Project Plan Execution


Integrated Change Coordinating the Control changes across the project


Scope Management



Authorizing the project or the phase


Scope Planning


Scope Defination


Scope verification

Developing a written scope statement as the basis for future decisions. (ProgresSubdividing the major deliverables into small more managable components to improve the control. Formalising acceptance of the project scope.


Scope Change control

Controlling changes to the project scope

Sno Input Other Planning 1 Outputs 2 Historical Inf. 3 Orgn. Policies 4 Constraints 5 Assumptions 1 Project Plan 2 Supporting Details 3 Organ Policies 4 Preventive Action 5 Corrective Action 6 1 Project Plan 2 Perform. Reports 3 Change Requests 4 5 1 Product Desc 2 Strategic Plan 3 Proj. Sel Criteria 4 Historical Inf. 1 Product Desc. 2 Project Charter 3 Constraints 4 Assumptions 1 Scope Statement 2 Constraints 3 Assumptions 4 Oth.PlanningOuts 5 Historical Inf 1 Work Results 2 Prod document'n 3 WBS 4 Scope Statement 5 Project Plan 1 WBS 2 Perf. Reports 3 Change Requests 4 Scope Mngt plan

Tools and Techniques Output Project Planning Methodology Project Plan Stak'hldr skills&Knowld Supporting Details PMIS (PrjMngt.Inf.Sys) Earned Value Mngt Gen Mngt Skills Prod Skills & Knowled Work Auth. System Status Review Meetings PMIS (PrjMngt.Inf.Sys) Organ. Procedures Change Control System Conf. Management Perform. Measurement Additional Planning PMIS (PrjMngt.Inf.Sys) Proj Sel Method Expert Judgement Work Results Change Requests

Project Plan Updates Corrective Action Lesson Learned

Product Analysis Benefit/Cost Analysis Alternatives Identificat Expert Judgement Work Authn System Decomposition

Project Charter PM Identified Constraints Assumptions Scope Statement Supporting Details Scope Mnt Plan WBS Updates Scope Stat. Updates


Formal Acceptance

Scope Change Control Perform Measurement Additional Planning

Scope Changes Corrective Action Lesson Learned Adjusted Baseline


Time Management


Activity Defination


Identifying and documenting the specific acticities that must be completed to produce the deliverables and sub deliverables identified Activity Sequencing Identifying and documenting interactivity dependencies

1 2 3 4 5 6 1 2 3 4 5

WBS Scope Statement Historical Inf Constraints Assumptions Expert Judgement Activity List Product Desc Mandatory Dependencies Discretionary Dependencies External dependencies Milestones Activity List Constraints Assumptions ResourcReqmnts Historical Inf. Identified Risks ProjNW diagrams Act. Dur.Estimats Resource Requirments ResourcPoolDesc Calenders Constraints Assumptions Leads and Lags Risk mngt plan Activity Attributes Project Schedule Perf. Reports Change Requests Schdul Mngt plan

Decomposition Templates

Activity List Supporting Details WBS Updates

PDM ADM CDM Network Templates

Proj network diagrams Activity List Updates


Activity Duration Estimating

Estimating the number of work periods that will be needed to complete individual activities

6 1 2 3 4 5 6 1 2

Expert Judgement Activity Dur.Estimates Analogous Estimating Basis of Estimates Quantative Based Durns Activity List Updates Reserve Time (contingc)


Schedule Devlopment

Analysing activity sequences, activity durations and resource requirments to create the project schedule

Mathematical analysis Duration Compression

Project Schedule Supporting Details


Schedule Control

3 4 5 6 7 8 9 10 Influncing factors that 1 create schdl changes 2 3 to ensure that the changes are agreed 4 upon, Determining schedule has changd, Manage the changes 5

Simulation Schedule Mngt plan Res.Leveling Heuristics Resource ReqUpdates Proj Mngt software Coding Structure

Schd Chng cntrl sys Perf. Measurement Additional Planning PM software

Schedule Updates Corrective Action Lesson Learned

Variance Analysis


Cost Management



Resource Planning Determining what resources (people, equipment, materials) and what quantities of each should be used to perform proj. act. Developing an Cost Estimating approxmation (estimate) of the costs of the resources needed to complete the project activities

1 2 3 4 5 6 1 2 3 4 5 6 7 8 1 2 3 4 1 2 3 4 5 6 1 2 3 4 5 1


Cost Budgeting

Allocating the overall cost to individual work activities Controlling changes to the project budget


Cost Control

WBS Historical Inf. Scope Statement Resrce Pool Desc Organal Policies Act. Dur. Ests WBS Res. Requirments Resource rates Act. Dur. Ests Estimating Publications Historical Inf. Chart of accounts Risks Cost Estimates WBS Project Schedule Risk mngt plan Cost Baseline Perf. Reports Change Requests Cost Mngt Plan

Expert Judgement Alternatives Identific. PM software

Resource Requirments

Analogous Estimating Parametric Modelling Bottom-up Estimating Computerised Tools Other Cose Estimating Methods

Cost Estimates Supporting Details Cost Mngt Plan


Cost Baseline

Cost Change ctrl sys Perf. Measurement Earned Value Mngtt Additional Planning Computerised Tools Benefit/Cost Analysis Benchmarking Flow-Charting Design of experiments Cost of Quality Quality Audits Quality Planning Tools and Techniques Inspection Control Charts Pareto Diagrams Statsttical Modelling Flow-Charting Trend Analysis


Quality Management


Quality Planning

Identifying which Qlty standerds are relevant to the proj&determine how to satsfy them


Quality Assurance


Quality Control

Eval. overall proj perf on reg.basis to provid confdnc that the proj. 2 satisfy the rel Qstrds 3 Monitor specific proj 1 results to determine if 2 they comply with rel. 3 Qstndrds &identifying 4 5 ways to eliminate causes of unsatisf6 actory performance

Quality Policy Scope Statement Product desc. Standerds&Reglns Oth Process Outp Quality Mngt Plan Results of quality ctrl measurement Operational Defns Work Results Quality Mngt Plan Operational Defns Checklists

Revised Cost Ests Budget Values Corrective Action Estimate at compl. Project Closeout Lessons Learned Quality Mngt. Plan Operational Defns Checklists Inp. To oth. Processes Quality improvement

Quality improvement Acceptance decisions Rework Completed Checklists Process Adjustments


Human Resource Management


Organisational Planning




Communication 1 Management



4 1 Getting the human 2 resources needed assigned to& working on the project. 3 Team Development Developing individual 1 2 and group 3 competencies to 4 enhance project 5 performance Communication Determining the info. 1 Planning & communication needs of the stakehol- 2 drs. Who will need 3 what information & when and how it will be given to them? 4 1 Information Making needed info 2 Distribution available to project stakeholders in a timely manner 3 Performance Collecting & dissem- 1 Reporting inating performance 2 info i.e status report- 3 ing, progress measur- 4 ement & forecasting 5 Staff Acquisition Adminstrative Closure Generating,gathering, & disseminating information to formalise a 1 phase or project 2 completion 3

identifying, documenting & assigning project roles, responsibilities, and reporting relationships

1 2 3

Project interfaces Templates Staff Requirments HR Practices Constraints Organisational Theory Staff. Mngt.Plan Staff. Pool Desc. Recruitment Practtices Project Staff Project Plan StaffingMngt Plan PerfrmanceReprts ExternalFeedback Stakeholder Analysis Negotiations Preassignment

Roles & Responsibility Assignments Staffing Mngt. Plan Organisational Chart Supporting Details Project Staff Assigned Proj. Team Directory

Procurement Team building Activities Performance Improvements Gen Mngt Skills Input to performance Apprisal Reward & Recog.Sys's Collocation Training Comm. Mngt. Plan

Comm.requirment Stakeholder Analysis Constraints Assumptions Work Results Comm.Mngt.Plan Project Plan Project Plan Work Results Oth.Proj.Records

Communication Skills Infn. Retrival system

Project Records Project Reports

Infn distribution method Project Presentations Performance reviews Preformance Reports Variance Analysis Change Requests Trend Analysis Earned Value Mngt Inf. Dist.Tools&technqs


Performance Measurment documentation Product Docmntation Other Project Records

Prfrmance Reporting Tools & Techniques Project Reports Project Presentations

Project Archieves Project Closure Lessons Learned


Risk Management


Risk Management Planning

Deciding how to 1 approach amd plan the risk management activities for a project. 2 3 4

5 6 2 Risk Identification Determining which risks might affect the project and documentating their characteristics 1 2 3 4 5 3 Qualitative Risk Analysis Performing a qualitative analysis of 1 risks and conditions to prioritize their effects 2 on project objectives 3 4 5

Project Charter Planning Meetings Organion's risk Management Policies Defined roles & responsibilities Stakeholders risk tolerances Templets for organisations risk management plan WBS

Risk Management Plan

Risk management plan Documentation reviews Risks Project Planning Outputs Risk Categories Historical Information Information Gathering Technique Checklists Assumption Analysis Diagramming Techniques Risk management plan Risk probability & impact Probability / impact risk Identified Risks rating matrix Project Assumption Project Status testing Project Type Data Precision Scales of probability and Impact Assumptions Data precision ranking overall risk ranking for the project List of prioritised risks List of risks for additional analysis and management Trends in qualitative risk analysis results Triggers Input to other processes

6 7


Risk Management


Quantative Risk Analysis

Measuring the 1 probability and 2 consequences of risks and estimating their 3 implications for project objectives 4 5 6 7 1 Developing procedures and 2 techniques to enhance opportunities and reduce threats to 3 the project's objective 4 5


Risk Response Planning

6 7 8 9 10


Risk Monotoring and Control

Monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness throught the project life cycle.

11 1 2 3 4 5 6

Risk mngt plan Identified Risks List of prioritised risks List of risks for additional analysis and management Historical Inf. Expert Judgement Other Planning outputs Risk mngt plan List of prioritised risks Risk Ranking of the project Prioritised list of quantified risks Probabilistic analysis of the project Probability of achieving the cost and time objective List of potential responses Risk Threasholds Risk Owners Common Risk causes Trends in qualitative and quantative risk analysis results Risk Mngt plan Risk Resp Plan proj.comunication Additional Ridentification & analysis Scope Changes

Interviewing Sensitivity Analysis Decision tree analysis

Prioritised list of quantified risks Probabilistic analysis of the proj Prob of achieving cost&time obj Trends in quantative risk analysis results


Avoidance Transference Mitigation Acceptance

Risk response plan Residual risks Secondary risks Contractual agreements Contigency reserve amounts needed

Input to other processes Inputs to revised project plan

Earned value analysis Proj risk resp audits periodic proj risk reviws Technical performance measurements

Workaround plans Corrective Action Project change requests Updates to risk response pln

Additional risk resp plng Updates to Ridentification chklsts Risk database


Procurement Management


Procurment Planning

Determining what to procure and when

1 2 3 4 5 6 7


Soliciation Planning Documentating product requirments and identifying potential resources

1 2 3




Source Selection

Obtaining quotations, bids offers, or proposals as appropriate Choosing from among potential sellers

1 2 1 2 3 4

Scope Statement Product description Procurement resources Market conditions Other Planning outputs Constraints Assumptions Procurement Management Plan Statement(s) of work Other Planning outputs Procurment documents Qualified seller list Proposals Evaluation criteria Organisational policies

Make-or-buy analysis Expert Judgement Contract type selection

Procurement Management Plan Statement(s) of work

Standerd forms Expert Judgement

Procurement documents Evaluation criteria Statement of work updates

Bidder conferences Advertising Contract negotiation Weighting system




Contract Adminstration

Managing the relationship with the seller

1 2 3 4


Contract Closeout

Completion and settlement of contract, 1 including resolution of any open item 2

Screening system Independent estimates Contract change control Contract system Correspondance Work Results Performance reporting Contract changes Change Requests Payment system Payment requests Seller invoices Contract documentation Procurement audits Contract file

Formal acceptance and closure

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