Hey everyone. This is Upasana
and I welcome you all to Edureka's
YouTube channel. At Edureka, We provide online training
on trending Technologies with the world's best
instructors and 24/7 support. So today I'm here to give
you a quick overview of the PMP certification full course. PMP certification
is known as the golden standard in the field
of project management. It is one of the most
most sought-after certifications by mid-level professionals who are looking
for a major boost in their stagnant careers. Thus we bring you
this PMP full course, which is composed of
eight modules module 1 will give you a brief introduction
to PMP certification and we'll talk
about the reasons. Why one should go
for it in module 2. We will be talking about p.m. Bock guide which lays
down the foundation of PMP certification exam
moving on to module 3 here you will briefly Be introduced
to project management and its various fundamental
concepts in module 4, you will learn
about the complete project management framework along with all
the stages involved in its life cycle module 5 will
cover all the 10 knowledge areas in which 49 processes are mapped
along with their inputs tools and techniques and
outputs in module 6, we will focus on the various
project management methodologies and the tools used to implement
them moving ahead module seven. And we'll help you in preparing
for your PMP certification exam and finally module number 8 will
give you a complete insight into the career in the field
of project management. So that was all
about the agenda of the session. But before we get started with the session
do not forget to subscribe to our Channel and hit
the Bell icon to stay updated. Also one thing I would like
to mention here is this full course will not help
you in gaining any pdus, but it will
definitely provide value. Able information regarding
project management and prepare you for your exam
thus in case you're looking for an online training for
PMP certification examination. Check out the link
in the description box below at Eureka is a registered
education provider of the PMI. And after the completion
of the formal training, you will be awarded with 35 pdus which are mandatory for applying
for PMP certification exam. So without Much Ado,
let's get started. Welcome to the PMP
certification training program in today's session. We are going to talk
about few agenda items here. So I welcome you
all to the session in today's session specifically
we are going to spend time about what is PMP. What is this certification is all about why we should be doing
this certification excetera. So if you take a look
at the topic that we are going to cover as part
of today's session is first, we will understand. What is PMP certification
why we To PMP certification. I'm sure you must have these
kind of questions on your mind. So we'll try and answer those
question in today's session. What are the advantages when you will do PMP
certification over the people who have not done the PMP certification
project management framework. We will talk a bit about project
management framework as well and most importantly since you all have decided to appear for the PMP
certification examination then what is this exam is all about. What is the nature of the exam
and bit more on the PMP? Examination we will cover as a part of today's
session as well. So let's get started
with this first. We'll talk about what
is PMP certification? So if you see PMP certification
PMP is introduced by PMI, which is project
management Institute. It's a very very old Institute and it's globally
recognized Institute. We will talk about PMI a bit
more on the next slide. But when you appear
for the PMP certification, you will definitely need
to refer to one book, which is Project management book
of knowledge and Kim Bak in short we call it as pmbok. The current edition of the pmbok
that is being used for the examination preparation
is embarked 6th edition, which was already
introduced last year and the new examination is based
on the 6th edition of the pmbok. Now pmbok is basically
the Book of Knowledge. So it comprises
of various processes based practices terminologies
guidelines in the area of project management, so there are 49 processes there
are certain based practices. When you perform
certain processes, there are tools and techniques that are recommended
at the same time. There are certain terminologies that we need to
understand as well. So what is that book which
we can refer to when we come across any term within the area
of project management or where will I
find certain guidelines when I'm working
in the project management area? So this is the book which we
can refer to and I have seen that when we were working
on in our organization when Project management process was we supposed to set up
the project management process. One of the guide that
we refer to was pmbok. So pmbok is very
very well recognized and it contains standards
in the area project management and you will find all
the organization's most of the organization's
I would say who are into project management. And of course I have seen that project management is there
in all the organization because there are
project some projects on the other hand and we
have to undertake any number of projects and programs and those are basically part of the portfolio
under which you are working. So it's important that we need to refer to certain standards which
we can refer to and create the organization specific
project management process, which could be customized
but most of it will come from the project management
book of knowledge. So this is the globally
recognized best practices across project management
Industries and domains when you appear
for the PMP certification exam, I would strongly
recommend you to go through the Bach guide at
least twice a possible. If not then at least once
and once you read this, you will understand the fundamentals in
the area project management. So starting with that
now I did mention about PMI a while ago. So project management Institute
is basically a knot or non-profit professional
membership Association. Now, this is basically for all the project management
professionals across different countries and continents. And therefore you'll find
project management Institute it globally Sized and it's
very very active Institute. You will find PMI conducts and does lots
of things in the area of project management right from
the competition into project and programs to organizing
the seminars and conferences and lots of research work that is done in the area
of project management and PMI is such Institute, which keeps on continuously
upgrading the whatever the knowledge whatever
the best practices in the area project management
at the same time PMI such. Which also conducts lot
of research and surveys in the area from the point
of view of career paths, for example, if you are
into project management and you want to develop
a career path in this area then how you should be
going about doing that at the same time
setting standards for the project management. All these things are done by
the project management Institute and pmbok is the guide
which is published by PMI, which is referred to when you appear
for the PMP certification. So that's bit on PMI. And the pmbok guide
which is definitely important from the PMP certification
point of view. Now, you might have questions. Like I see here John
ask this question that what else could I do as
a part of the certification in project management world. So let me answer
John says you can see on the screen there is a time. In fact, I should
answer this question. So I was kind of
holding on to it as you can see PMP is one
of the certifications but if you are keen and if you are working
exclusively in this area, you can even think
of doing other For the people who are beginners
in the project management area, you can start with the capm which is certified associate
in project management. Once you gain sufficient
experience and knowledge, you can certainly Aspire for PMP which is project
management professional and once you start working on project and when you start
handling multiple projects, that means you're actually
getting an experience of working on program, then you can certainly
move on and complete your program management
professional certification that will definitely Really
give you a lot of value added and weight age
to your credentials as a whole and when you are working
on various programs and gain experience into working
and managing various programs. Then the next level would be your portfolio
management professional so you can actually
get an knowledge in the area of portfolio
management by completing this certification nowadays. We also talk about agile a lot and PMI is definitely
not behind in this area as well PMI has Pmi-acp
certification few years ago and you will also find a lot of people are aspiring
to become pmi-acp which is project
management agile, certified practitioner
certification. So if you are working
in agile again, this is certification
not for the people who are fissures, but for people who have experienced
project management and agile, we have working can certainly go
for pmi-acp as well. Now those of you
who are interested in to doing deep dive into areas
like scheduling Or areas, like Risk Management for you. There are certain
additional certifications also, which we can definitely aspire
to get this credentials. So one of the certification
is PMI scheduling professional and the another one is
risk management professional. In fact, all of us
who have been working in the project management area
for quite some time. We can definitely Aspire
for the certifications like scheduling professional
and risk management professional because these two areas
are very very important in the project management. So there are quite
a few options. Is here as you see and good that you have started
your journey with PMP and I'm sure once you complete
your PMP successfully you will also move on
to the other certifications and these certifications how they will help you and how they will enhance
your overall credential and most importantly the trust when you go out
and look out for the job. Let's talk about more on in fact how this will help we are going
to specifically talk more on the PMP certification because this training is
on PMP certification training. So hence Less Talk More. Moron PM P. So P MP stands for
project management professional. So PMP is globally acknowledged
professional certification. Now, this is a program
in the project management. I would say because
when you decide to go for PMP, first of all, you have to prove yourself that you have the relevant
experience and you have the relevant education. So once you have
the relevant education and experience the professional
education and experience, they don't lie you are qualified to appear for the PMP
certification examination. So That is one of the reason
also why PMP is globally recognized across Industries and domains now why you should
be doing PMP certification. Let's just talk
about few reasons here. First reason is definitely about it's crucial
and prestigious for employment. So be it in the company you
are working in the moment you do PMP certification. I have seen you can actually
negotiate your salary hikes. You can actually think
about getting into some job where project management
skills and knowledge. It is required and
that may be a next level that maybe elevation for you. So it is definitely prestigious for the employment
part from that. It's a golden standard for project
management certification. As I mentioned. This is going to be one of the
most prestigious certification. So it's a golden standard
in the area project management. If you are working definitely I have seen
many job descriptions mentioning that PMP certified so they are looking out
for project manager who is certified PMP apart
from that portent lie. Also gives you freedom
to work in any industry across the globe. Now when you work
in project management area, so even if you belong
to any domain or belong to any technology
the most importantly you get an opportunity
to work across domains and across technology because we are talking
about project management skills and the knowledge over here, which is irrespective
of the domain knowledge and the technology knowledge. Of course, if you
have the domain and Technology knowledge
in the respective area, that will give
you more Advantage, but even if it Is not definitely
the project management skills and knowledge will help you
in working across globe and in the any industry that you aspire to work. So these are some
of the benefits that I have experienced
myself at the same time. I'm sure you can look forward
to some of these benefits as well of the PMP certification. Let's talk about
some specific advantages that we can look out
for the first thing that have already mentioned
is definitely the salary hike when you complete
your PMP certification first thing I have seen
is many companies. Remember the cost. So anyway, that in itself is
like companies investing on you and when you complete
the certification successfully you can not only
reimburse the cost of the certifications
in many organization. But also I have seen
people negotiating for good salary hikes
during their appraisals. It also improves performance. This is very very important from your career point
of view as well. So if you are working
in project management, not necessary as a project
manager, you could be working into any of the domains. As within the
project management, which is absolutely fine. But the moment you complete
your PMP certification, it will give you width
of knowledge at the same time depth of knowledge
into specific areas and domains as a result of which when you start applying some
of those tools and techniques that you have learned
out of the study that you have done for PMP. Let's take example
of the estimation. So we talked about different
estimation techniques as a part of the MP training
and the PMP certification. You will study some
of those estimation. As well, so B8
parametric estimation or bottom-up estimation. When you go back or when you
complete the certification while studying even for the certification
one of the things that I would also
recommend is go back and start applying some
of these techniques and tools that you have learned
in the PMP training on your project. So that will also
improve your performance that will also make you smarter than the other associates
with whom you're working or your peers or your colleagues
and that will definitely give you you edge over them
as well apart from that. This will also give
you an opportunity to expand market reach. So as I mentioned
you can actually once you complete
your PMP certification, you can go beyond your industry and domain and location
is not a constraint at the same time because this is globally
recognized certification. So even if you wanted to work
in a specific area, you always want to do work
or you are aspired to work in this specific area
of your choice. I'm sure you can certainly try
and look out. Applying and trying
out in that area and I'm sure there are very
high chances of you getting through the interview process. For example, when you're applying
for the specific area that you want to get into this
is globally acknowledged. So as I mentioned that there is no constraint
with respect to the location. So whichever the location that you're working
in the PMP certification is always going
to give you an edge over those better job
opportunities not only within your current organization. You can apply through
the internal job. Listings that are usually posted and that's usually a part
of the organization processes and the policies the HR policies that we can apply
for the internal jobs when they are open. Usually they're announced within
the organization first then when you complete
your PMP certification that will give you
again a benefit through which you can apply
for various job opportunities, and there are high chances that you can get through some
of those job opportunities and you would be able to actually move onto up
in the career ladder. Or it could get elevated
into the same role as well. It will give you an edge over
non PMP certified professionals. So as I mentioned
earlier as well, so when there are 2 people for the interview
in project management if somebody's PMP certified, I'm sure that person
always gets an H over somebody who is not certified and you must have also
read yourself many times that whenever you appear
for the PMP certification or when you want to really get into this area then
when you try and apply for These jobs when you
read the job description, you will find that many times. They mention specifically
explicitly that we are looking out for a project manager
with PMP certified so you could see many advantages
of PMP certification over here moving on
to project management framework. Now, let's talk a bit
about project management. Of course in the training. We will talk more
about project management. As far as
framework is concerned. We will be talking
about various things. But for now as this session is more like a
High-level introductory session. I'm just going to touch base on the project
management framework. So if you see
project management, you will find that as
far as a PMI is concerned what PMI has done is that there are
various process groups that are defined as a part
of the pmis pmbok guide. So you'll find there are
five process groups, which are there as a part
of the framework. So first is as you
see initiating process, then we have planning process. Then we have executing
process closing process and there is
a continuous monitoring and controlling process happen. So whenever we work
on any project, you take example of any project
typically what happens. So if you if you are
into let's say software projects and you want to give customers
a digital experience. Okay, so you decided to digitize
all the possible opportunities that you would get
with in your area. So essentially what you do
you actually decide to put or create multiple phases in
order to complete this project. So you start right
from the feasibility study. So whether it is
possible to do it, first of all, and the moment you
get a confirmation on that then you get into a sort of maybe
you create a business case. You'll create a
benefits management plan Etc and all that. Once it is in place on approved. Then you start working
with the project phases. So you way come up with various project phases
right from initiating a project to Gathering requirements or doing analysis
or design then you built it. Then you test it
and then you deploy it so there are various phases. Now as for the project
management framework, these process groups will fall
under each and every phases. So when you enter a phase
like for example when you enter a phase
let's say called analysis. So you have a list
of requirements that you have gathered for digitizing
the various things that you could digitize
within your area. Then you enter into a phase
which is analysis phase then what you do you initiate
the analysis phase. That means you basically think about what I need to do
as a part of analysis what is going to be
my All approach. Okay. So you initiate that you kind of
get yourself ready? And once you do that,
you start planning. Okay. So what all things
are supposed to be doing within the analysis phase so
creating the high level design and the low level design Etc
could be some of my deliverables that I can think of
and then I execute the plan that I have prepared. And once the execution is completed then you close
the process but throughout this what I also do is
during the analysis phase. I also ensure that whatever the activities
that I'm performing. Whether those are
as per the plan that I've created or not, so that continuous
monitoring has to be done and therefore monitoring and controlling is a part of the analysis phase
in this example. Similarly. This is going to be a part
of each and every phase. So even if you move on
to the next phase which is let's
say creating design. All right, so that's where we
talked about the high level and the low level design
which could be done. Once the analysis is completed. All right or sometimes I
have seen people combining that analyzed The new
work on the design. So the whole point
is then again, you start working on initiating getting
yourself ready create a plan. Then you execute that plan. You monitor control. And once that phase
is completed you close it. So the exit out of that phase
and whenever you exit out of that phase you
always have certain output from that phase. So for example high level and
the low level design document could be the output of the phase
that you have completed. So this is just a quick example, but when we will continue on this training
you will we'll find that we have actually taken
the examples of the project. I have actually
showed various artifacts. So the design documents or the project Charter document
or the business case documents of the projects which have been delivered
in the past. So that will certainly
give you an idea about how those artifacts look
like on the project as well. So that's bid on the
project management framework. So from pmbok point of view,
we have got this process groups. There are five of them then
we have 49 processes. Hoosier Again part
of these various process groups and there are
ten knowledge areas. So this is what is explained
in the next slide. So this slide basically talks
about the knowledge areas that are part
of the pmbok guide. So as you can see here
the knowledge areas like stakeholder management or project integration management scope
management time management, right or schedule management cost management quality
management Human Resource Management Communications
management procurement. Management and risk management. So there are total 10
of them and each of these knowledge areas. You will find there
are various processes. Let's take a quick one example, let's say project
integration management. So when you work on Project
you perform various activities. So one of the important function
one of the important process should be integration. How are you going to ultimately
integrate those activities so that we can show the progress
of the project as one project and not different
different projects. So for that
what do I have to do? First thing that is done as a part of the project
integration management is creating a project Charter. So when we start working on
the project the project sponsor will hand over the project chart
to the project manager. And then that's how the project manager
is empowered to kick-start the project work and also authorized to use
the resources on the project. The other could be developed
project management plan. So once we have
a project Charter in place, then we start working
on creating a plan so that plan would include lots of other. How are we going
to do quality marriage? How are we going
to do scope management? How are we going
to do schedule management? So these are
the subsidiary management plans which then are built into
the project management plan. Then we have direct
and manage Project work. So this is where we
actually start working on the project and then we'll have to also manage
the various project activities that we are performing while doing that. We also have
to continuously Monitor and control the project work
and keep on checking whether what we are doing. Is it as per the plan on Not so
if there are any deviations, then we always take corrective
and preventive actions. So what are those actions again? We will cover as part
of this training. Next thing is we perform
the integrated change control because while working
on the project is not a smooth selling experience, right? You may have experienced
yourself many times change comes even towards late in the project and we need to respond
to that change. Otherwise, there could be
a customer dissatisfaction. So this is bit sensitive. So how to go about training managing
that change effectively, so we need to set up
Change control board. So how does that work? Etc is going to be covered
as a part of this and once we do that, then we'll have to perform
the project closure activities or the face closure activities. So this is how the various processes will fall
into this knowledge area, which is integration management. Similarly. All these 49 processes
will be covered as a part of this training and under each
and every processes. We are actually going to talk
about what are the inputs what are the tools and techniques that I'm supposed
to be using and what? It's should I expect
by the end of that process. So this training covers in a very comprehensive fashion
all these processes and we'll be doing deep dive
into inputs tools techniques and outputs as well most
importantly at the end of each of these modules which are basically
arranged by knowledge areas will also be taking lots
of quiz and questions. So those questions will give
you an idea about what kind of questions are asked
in the EMP examination. Let's talk about PMP exam
a PMP examination. As I mentioned we
have certain things here to be considered
first is the education. Another thing is experience. So if you are a high
school diploma holder or maybe any Associated degree, which is global equivalent,
then the expectation is in it, which is of course going
to be around 60 months, right the expectation
is you need to have experience of 7,500 hours
into project management now that could be from any
of the project. Management domains and not necessary from
the project manager as a whole. Okay, as far as the rule
is concerned you could be playing any role. If you are a bachelor degree
holder or any Global equivalent, then with the custody six months
of total education, then you are expected
to have the experience of 4500 hours to project. So that's the
experience required if in case you are
the bachelor degree holder now in both the cases what is expected
is 35 contact hours and you don't have
to worry about that because when Our since you all are attending
this training and by the end of this training program, you will be given
35 contact hours and that certificate is given to
you and benefit of that is even if your application
is identified as a part of the PMI audit process still you do not have
to worry about that because you'll be able
to provide them with the evidence of attending the training and gaining
these 35 contact hours. So that certificate
it's very easy then for you to produce
that evidence as well. There are few things
that we have to remember. Member while filling out the application form when you
put down your experience ensure that that experience
is non-overlapping if it is for 4500
hours of experience that you are putting it
in the application that experience in
the project should be during last eight years
and that should be non overlap. That's very very important
approximately 20% of the applications that I
picked up under random audit for the random audit check. And again, even if your application
is identified under this random audit still you
don't have to worry about because you will get all
the Support in order to complete the audit process with PMI
whatever the evidence is that they might ask especially
from the training point of view for that. You will be also
given the support. So for example, the certificate is
one of the evidence that you can produce to them in
order to satisfy the requirement that you have gained
35 contact hours. The another important question which comes to many people's
mind is the that experience of 4500 hours. For example, should it
be as a project manager or should it be from any
of the project? Judgment work. The answer is that experience can be from any
of the project management domain or any of the project management
areas that you have worked. So if you take example
of a software project, you may be a tester
and you are doing only testing but you are part of the projects
even that experience is valid or you maybe just a developer
and you are not really a project manager but still that experience of as a developer
is going to be considered because ultimately you're
part of the project. So it's fine even if you don't have experience
by the title project manager. Since you participated
in the project management by performing the
various active days, and of course you were also part
of that project and responsible for the deliveries
of the project or deliverables, whatever the deliverables
that you're working on that experience
is also considered under this now exam fees
is different for the PMI member and the non-member I would personally recommend
you to go for membership because membership would have
its own advantages now again in the exam also, there are two options
one is computer. Based test and
the paper-based again. I would advise you
to go for computer-based because then you can see
the result immediately after the exam is done. So when you go
for a computer-based test, the member fees is
405 USD for non-member distribute 5 USD. If you go for
paper based testing, then the fees is
250 USD for non-member. It's 400 USD. If you go for a re-examination
by unfortunately if in case if it happens that you have to go
for re-examination for computer-based you have
to pay USD and for non-member, it is 375 USD for re-examination if it is paper-based then
it is hundred 50 USD and for non-members is 300 USD the advantage with membership is because membership fee is just
hundred thirty-nine again, there are few countries, which also get
some additional discount. So if you put together
the PMI membership fee and the member fees
for the certification. If you put that together, then you will find that the total comes
to more or less the same but the advantage here is Is that you will also
get a PMI membership. First of all, that means you can certainly get
an access to the professional. First of all
to whatever is happening in the area project management
and the different things that project PMI keeps
doing this you'll get access to that at the same time. You will get the pmbok soft copy
which is free of cost. So that is
another benefit there. So that's the advantage there for the advice thing would be
to go for the PMI membership. Now as far as the PMI number
of attempts are concerned. There are only three to be
So that within a year, so even if you have to retake
exam Max, you can take it within three years. Now when you appear
for as I mentioned, I think the renewal part
we have already covered so you have to complete 60 pdu. So that is fine. Now. How is the exam pattern? It's a 4 Hour exam. So what are the practice
that you have to do is ensuring that you sit at one place
for four hours. So I would strongly
recommend you before you go for EMP examination
at least two times. You complete full time
200 question mock test so that you would at
least be able to Practice for sitting for hours because that is something really
important exam is conducted in a proper Prometric Center. There are 200 questions out of
that 25 are pretest questions. So those will not be
considered for the score but hundred seventy-five are
the ones that are considered. However, you would not know which are those 25
questions, hence. You will have to bear
for all this 200 questions. There is no negative marking as
such and this exam is developed by group of individuals who have been working
in the project management area for quite some time
and they are of course. GMP certified or credential
holders as well. So once you clear the PMP examination get
the PMP certificate now, these days are soft copy comes
so can go to the PMI account and you can download
that soft copies each. That's it one sixth edition project management
book of knowledge. What are the changes that have been introduced
in inbox 6th edition. How is it different
from the pmbok 5 so let's get started. Topic of our discussion
is going to be about everything that's there in the pmbok
in terms of the major changes that have happened within
the pmbok Book of Knowledge, which is introduced sometimes
in September 2017 will also take a look at how overall
the pmbok body of knowledge or Book of Knowledge have
evolved over the period of time. When was it launched
for the first time and how it evolved so bit
of a history bit of a journey of The pmbok is also
going to be covered as part of this webinar
will also take a look into the differences some
of the major differences between the fifth ombak edition and the sixth pmbok edition and we'll highlight bit more
about the sixth pmbok edition. So let's get started. So we'll start up a jump
into the first topic which is about understanding the pmbok. The pmbok adds many
of you must be already aware. That pmbok was released
by the PMI now PMI, which is project
management Institute. It's a global Institute. It's a nonprofit organization and it offers
various certifications. So project management spoke up knowledge
was released by the PMI and pmbok actually helps in preparing for these
certifications like PMP. Not only that pmbok is also
regarded as the Bible of project management because pmbok contains
lots of information. Lots of important information
which any project manager can refer to and therefore if you want to really learn
about the foundations of the project management, you can certainly
look up to the pmbok. And as I mentioned most importantly Embark is
such a book of knowledge, it contains different
processes some of the best practices various
terminologies and guidance. So some of the guidelines
provided in the pmbok are very very useful practically when we go back and start at applying some
of the concepts principles and the best practices mentioned
in pink Bach actually helps us in excelling in managing
projects effectively. Therefore they say that pmbok is
the golden standards in the project management. So these are some
of the highlights of the project Management's
Book of Knowledge. Let us now understand
bit more about Kim Bak. The pmbok is nothing but a guide which is developed by
the practitioners like me and the practitioners
like all over World who are been practicing project
management for many years. So they all are part of the PMI and being a PMI members
and PMI active members. We always get
an opportunity to participate in different surveys. They different ways
through which PMI engages the practitioners. So one of the way
through which PMI engages the practitioners is through
the role delineation study. So in the rule
delineation study, am I understand how the role of the project manager it
changing over the period of time and that actually helps PMI
in making Necessary changes to the p.m. Bach. Now, there are various people who have been practicing project
management for quite some time and many of them are
already PMP certified or pmi-acp certified or even for that matter the program
management certifications. They have acquired through PMI. Now, these are
the subject matter experts who are part of the PMI. Doctor and the PMI body who actually works in the area
of the Box enhancement. Not only that Embark is
basically a flagship of the PMI. And if you see the various
publications of PMI, one of the important publication, which is being referred
by many project managers and many aspirins of the various
certifications like PMP, which is one of the most valued
and the popular certifications, which is globally recognized for
that you Need to know Kim bak and therefore one
of the flagship publications of the PMI is definitely
the pmbok now PMI as I mentioned earlier
as well is definitely one of the nonprofit organization which actually helps
in putting together. These guidelines is principles, which actually helps
many project management people who are working
in the project management areas as I mentioned
to you about the RDS, which is nothing
but the role delineation study and this particular study, which is Every five
to seven years and this study actually gives
lot of insights to the BMI in order to evolve the p.m. Bock so p.m. Bach evolves every five to seven
years and we will take a look into the evolution of the pmbok
in the next slide itself. Now if you take a look
at the number of additions that were launched earlier
and the latest addition the pmbok was first
introduced in 1996 and from there the Journey of inbox started
and now in September thousand and Seventeen the sixth
edition was introduced. So if you take a look
at the Timeline since 96 to 2017, there are various
surveys various studies, which were conducted by
engaging various experts in the area project management
across the globe and all these people who are experts in
to the project management. They came together PMI
engages them effectively for various studies and surveys taking their inputs
and all that important. Information actually helps
in the evolution of the pmbok. So the Third Edition
was introduced in 2004. The fourth edition was
introduced was released in 2008. The fifth edition
was released in 2013. And now the latest one
which is September 2017. So this is the Journey
of the pmbok evolution from 1996 to 2017. There are various editions which were released
and Now the one that is referred to is the sixth
edition and I don't know how many of you really aware but there have been recently
also few changes done in the examination
in March 2017. So the new examination pattern of the PMP is based on the March
2017 changes in fact, March 2018 changes, not 17 so we can certainly refer
to some of those changes that were done in March
2018 in the PMP examination because the new exam
with the PMP. based on those changes and it also certainly refers
to the latest pmbok guide which is the 6th edition so that was bit of a history that is bit of a background and most importantly bit
of on the evolution of the pmbok now also take
a look at how ombak 5th edition and the pmbok 6th
Edition can be compared if you put this together you
would find there are certainly lot of enhancements that were done
in fact I must say that the pmbok 6th edition
is only one of the Edition which actually contains lots
of changes and even if you take a look
at the number of pages that were there in the fifth edition there were
six hundred and sixteen pages but now the total number of pages have now been enhanced
now been increased to 978 Pages which of course includes
the agile practice guide as well since there is a lot
of focus or agile in the market and companies are preferring
the child ways of working as well so PMI
has definitely noticed it Stood and this Insight also came
from lot of practitioner, which is appreciated and to
changes have been Incorporated in the sixth edition. Not only that PMI has also released a separate
a child practice guide which is around a hundred
and eighty six pages. So putting that together. The total number of pages
in 6th edition are now 978. I'm sure this will give you an
idea about the kind of changes that have been done
in the sixth edition. So definitely, We can say this is one
of the major addition in terms of the kind of changes
and the number of changes that were done. So some of the statistics
and some of the specifics if you look into I'm just going
to glance you through this and we'll take some
of the specific examples as we go ahead. So pmbok 5th edition. They were 47 processes
all together as part of the enhancement. There are now two more processes
added and now there are total forty nine processes now since there is also
one more process deleted and we'll take a look into some
of these actual examples. But very quickly
if I have to just mention here, for example manage
project knowledge is something that's added or implementing. The risk responses is something which is added newly
and we'll take a look at some of the more changes that have been done
in the pit box 6th edition apart from that the another important
change you will find is in number of chapters. So now number of chapters
are just 10 chapters, but you'll find
there are not a focus which have been added
especially from the rule of the project manager. Because role of the project
manager is been added as a separate chapter altogether
in the pmbok 6th edition, which is definitely very useful and we will also be talking
about another important angle, which is PMI Palin triangle which gives lot of insights
into the importance of being aware and importance of being
developed as a project manager into areas like business
like technology like leadership. So we'll also touch
upon that as one of the important
changes in the pit. OCH 6th edition moving
to the another important change in terms of the change
to the naming of the processes. So there are few processes
that were renamed. So for example
acquired project team now becomes acquire resources. One of the reason is also about it's not just
about people in the team when we talk about resources. There are a lot
of other resources also which needs to be acquired. It could be machineries. It could be different licenses that are required
to run the project Etc. So now Book talks about acquiring the
other resources apart from of course people control
communication has now become monitor communication because it's about
continuous monitoring which is required. Once you have the communication
plans in place control risk now becomes monitor risks. So we need to on a regular basis
go on monitoring the risk. So once we have
a risk register prepared, it's important for us
to continuously monitor risks control stakeholder
engagement now becomes monitor stakeholder engagement. Aunt again the same principle
is applicable here once we identify stakeholder and
create the list of stakeholders and there is crisp
of the stakeholder strategy. Once we have that
in place it's important for us to go on monitoring that develop project team
now becomes develop team. Now when we talk
about develop team, it's definitely Beyond just
the project team because we keep on
interacting with lot of teams beyond the project team just manage project team
has now become manage team, so Our focus is there from the overall
the team management point of view perform quality assurance has now
become manage quality. Now, we talk about managing
the overall quality on the outcome or the product
or service or result that we are producing
plan Human Resource Management has now become
planned Resource Management. As I mentioned when we talk
about resources on the project. It just not about
the human resources. It's also about
the other resources that we use on the project. It could be the machineries
it could Be the other licenses that are required. It could be even the hardware
and software that are required. So all that put together
becomes the list of resources that are required
on the project. So all of those needs to be a part of your
resource management plan, so these are some
of the specific changes in terms of the processes now since there have been
a changes in the number of processes you will find these
particular processes have now been renamed accordingly
plan stakeholder management has now become And stakeholder engagement because we are
talking about engaging the stakeholders effectively. Once we have
a stakeholder list in place. So how can we come up
with the response strategy to the stakeholders and we can move them
from one level to the another level based
on the kind of Engagement that we have on the project
moving from there. Let's also take a look
at some more changes in terms of movements
within the processes. So definitely one
of the processes that have been moved
from the Project time management earlier it was called
as the time management in the fifth edition
now regarded as project Resource Management. The new name to the time management is
the schedule management, but this particular process
have completely been moved from the project time management
to project Resource Management. So when it comes to estimating
activity resources now, it's going to be done as a part
of the resource management because a separate attention
separate focus is been given to managing the Also
related activities and estimating the time
required for that. So this is another important
change that's been done. Let's move to the next
topic now understanding what's new from only the pmbok
6th edition point of view. Let's take a look at that from
the new additions point of view. There are certainly
few new additions that are done in terms of processes, which are those processes
are now been added here. So as I mentioned
earlier the process is like control resources is
now there as a new Process under project Resource
Management knowledge area which of course fits
into monitoring and controlling process group apart from
that Implement risk response, which is now a part
of the project risk management under executing process groups
manage project knowledge is now added newly as a part of the
project integration management, which is definitely a part
of the executing process groups. So these are the three processes which are added completely new
as a part of the sixth edition and it definitely
makes a lot of This as you would recognize as you would appreciate
in terms of why some of these processes are added as
a part of these knowledge areas as I mentioned earlier one
of the example of the process which is deleted and that process
is close procurement. And why does it make sense? If you really take
a look project management or project manager is not really
involved heavily as a part of closing procurement because most of these activities
there are done as a part of the procurement manager
or the legal team. Eames responsibility and this has come very clearly
from all the exports as well. And if you are working
in the organization, I am sure you will also support
this change very clearly because if you see from the
close procurement point of view closing those contracts
and closing those the agreements that are there with
various vendors Etc. So all those activities are
largely managed independently by the procurement team and the legal team
compliance team Etc. So hence now here we will need
to really get into much. Once we initiate
the closure rest of the activities are done by
the procurement team itself. And therefore close
procurement is now deleted from the sixth edition
of the pmbok. So that's another major change in terms of addition
of the new processes. If you see addition
of the new chapter all together as I mentioned earlier as
well rule of project manager is the new chapter, which is introduced by the PMI
in the pmbok 6th edition as I was mentioning
about this PMI Talent. Triangle there are
three different aspects of the triangle which are covered as part
of this chapter covering about the business aspects
under strategic business and management, which actually makes
a lot of sense because as a project manager, we need to understand
the business aspects as well that will give you a lot
of insights right from how the business
case was initiated. What is the context
behind the project Etc Technical and project management knowledge
is very very crucial for any project manager whether its software project or That is a construction
project or research and development project
having the technical knowledge certainly gives you
an edge over others. And of course the project
management knowledge is must have leadership
certainly makes a lot of value add over here because whether people
are reporting into you or it's completely
a matrix structure. It doesn't really matter. You need to drive things
by engaging all the stakeholders and their you need
those leadership skills. So leadership skills. Is definitely becomes one
of the important aspect of the PMI Stalin triangle going from their continuing
the new additions. Definitely. There are few changes
that are done from tools and techniques point
of view as well. So at the tools and techniques, you will find that totally if you put together there are around a hundred
and thirty two recent techniques that are there
in this particular Edition what's done differently is that they have grouped
some of these tools and techniques together under
the areas like communication or data analysis. Our decision-making Sutra
which is kind of The Logical grouping of some
of these tools and techniques that is been done which definitely makes
a lot of sense when we refer to a pimp walk. When we do the study. It actually helps in relating
these tools and techniques to the respective groups. So overall there are
a hundred thirty two of them under these various groups swap. These groups are mentioned
on the slide as well apart from that there
have been changes that are done from
the agile point of view. So introduction to Agile
was done from the the point of view of covering
the various aspect related to the agile ways of working and those aspects
are focused by addition of the agile and adaptive
environments under each of the knowledge areas. So bait Communications
management or bead risk management bit
schedule management. So if you pick up any
of these knowledge areas under these knowledge areas
very specifically some of these agile aspects
are covered again from the tools and techniques and inputs and the Which point of view as well some of the
agile ways of working and the techniques have
been specifically highlighted and covered as part
of the sixth edition agile, iterative adaptive
and hybrid environments. There is a separate section
all together under appendix which talks about the iterative
ways of working adaptive ways of doing the planning Etc
and a separate practice guide as I mentioned earlier as well, which is 186 page
separate practice guide is also introduced the
another important Point here. To note is this agile practice
guide is also very useful when you are appearing
for the pmi-acp examination. So if you are into agile and you
have relevant experience, and if you are aspiring
to become the pmi-acp, which is a child certified
practitioner for that. Also, the actual practice guide will be very very useful now
continuing from there. Let's also take a look
at Small Change in terms of the notations like ongoing processes
non ongoing processes. You're fine. This one of the small changes
in terms of the notations that is done another good thing. In fact from the point of view
of reaching out to more people. The PMI has really taken
into consideration some of the changes in terms of making the pmbok
6th edition available into various languages. And as you can see
on the screen, there are various languages
into which the PMI 6th edition is now available and which is
definitely a welcome change because PMI caters to various certifications and
And those can be done by people across domain and industries, so irrespective of which domain and irrespective which industry
you work in the pmbok knowledge can be very very useful to refer to from taking
that guidance taking that, you know principles references from the project
management point of view. If BMP training program
what we're going to learn today, we're going to learn today
about what is project and its importance
of the project management. We will also understand the relationship between
project program and portfolio and operations management
the key components of project management how to go about doing tailoring
and the most importantly some of the project management
business documentation in this training. What am I going to do? Basically, I will be taking you through various topics
that are there. As a part of the pmbok guide
6th Edition at the same time. We will also be going
through what it takes to get that PMP certification get that PMP credential why
the PMP credential is important at the same time. We're all the PMP credential
could help you in Excel in terms of different industries that we see here apart from that we will be also
actually going to go through some of
the documentation some of the artifacts
of the actual projects that were delivered. So those artifacts
those documents will definitely give you an idea
about how you can go about writing a project Charter or how you can go about writing
a project documents like business case. What we will be
doing basically is that as part of this training
program will be talking about the introduction Force which talks about a little bit
about PMP certification and this will kind of help us in getting our journey started
as far as a PMP certification. He's concerned. I'm sure some of you may have
multiple questions on your mind. Like why I should be going
for PMP certification. I remember a lot
of people asking me question especially people
from it as well as non it now that we also have pmi-acp and we have a PMP
certification as well. So why we should go
for PMP certification, I strongly believe that for those people who would like to develop
their career in the area of project management and if they want to strengthen
The foundation of project management PMP certification is
definitely the one certification that we should look forward to apart from that there
are numerous advantages of doing the PMP certification as you can see here
on the screen some of these advantages we
have highlighted one of the most important benefit. I see of doing PMP certification
is this is the most recognized certification today
in the industry and not only in
a particular industry, but you go to any industry
that you work for. Or this is definitely
one certification that the companies
are looking into people who are aspiring to become
the project managers. This is globally
recognized certification by all the industries. As I said apart from
that this particular certification PMP not only
demonstrate your knowledge, but most importantly
it also ensures that you have experienced before you apply
for the certification. So it takes care of
your experience your education and the competency. So all these Together makes you
the PMP certified individual and and that's its strength. And that's precisely
why many Industries out there today look for people who are certified
into PMP certification. Now this will certainly help
you increase your marketability. When you go out
looking out for a job or within your organization, when you look
out for promotions, one of the things
that I have seen certainly gives us H over competition
is this credential which is PMP certification. And we also
found typically people who are PMP certified people
who are PMP professionals. They have got 15 to
20% higher salaries over the non-certified people. So PMP certification
will definitely put you on spot and give you a edge
over many people out there who are looking out
for the job opportunities into the project management, or if you want to develop
your career in this area, then you're definitely looking
for a right certification. I was just talking
about different industry. So we have already listed some
of the industries here, but you name the industry
and you will find that PMP certification could
certainly be a big value add but to name a few Industries as you see on the screen page from the water
supply to protection to mobile services education
Healthcare apart from that even public transportation. So many of these industries
that you see today, they actually look
out for professionals who are PMP certified. When they come and work
on any projects with it, non IT projects across domains and industries PMP certification
is definitely very well recognized in terms
of job opportunities. If you see sometimes
people keep thinking about would they be
any job opportunities by doing the PMP certification? So obviously you
have gained some experience into project management on the top of that you
have done a PMP certification that will certainly
strengthen your case when you go out in the market. And look out for the job as
far as the overall opportunities are concerned to the project
management role by 2020. They're only going to grow and
as you see on the screen, we've got these opportunities
as well as growth is concerned as you can see in China
us everywhere today. The project management rules are going to go up
many folds by 2020 that means there is
a huge opportunity for you out there in the market
to apply for these roles. Is that will be created as
a part of the project management and PMP certification will
certainly strengthen your case when you'll go out and apply
for some of these rules. Now when you decide
to do PMP certification, first of all, I must appreciate
your decision that yes, you have taken
the right decision and we have just now
seen why is it so now when you decide
to do PMP certification and when you just
commit to yourself? Yes, I want to be a PMP
certified person then by when should you
get It your journey, you should embark on your journey approximately
one and a half to two months before you actually
take the examination. So as you can see here, you take the examination
sometimes here, right? So from that particular date
one and a half to two months before you actually
schedule your examination and before that itself you undertake or you undergo
a training program. So you attain PMP
certification training program and I would encourage you
to attend this training program, which is by a do Rekha. And this particular
training program will certainly cover everything that it takes for you to become PMP certified
not only the certification but also other support you will get here the first
and most important support that you will get is once you enroll
for the virtual training program by Eddie Rekha lot
of things will be covered and when you will
Embark this journey for PMP certification, I'm sure lot of questions
must be there on your mind and you would
always need somebody who can support you
who can guide you that me. At the right place, once you enroll
for this program, this program will cover
not only the codes outline defined by PMI for the PMP certification based
on the pmbok guide 6th edition, but also a lot of support you will get
from for submitting application. I have seen many people coming
to me and asking me guidance on how to write an application
a successful application because that's also
very important. Your application
might get rejected if you do not fill
the application Properly so that application how to really go
about writing the application how to put your experience
how to ensure that you write properly about
your project the experience that you're showing
in whichever the project that you have done
in the past how to ensure that you put down the experience
which is non-overlapping within the last
eight years, right? So all these things
are certainly going to be looked into and then once the application
formalities are completed. Let's say before
one two, three weeks. Then you can schedule
your examination and once the exam is scheduled
the advantage here would be that you would get a Target. Now that after
two to three weeks my exam is going to be there
or maybe after four weeks. I have got my exam coming up. So that means you get
a Target Target date and this much of time you would get certainly
to prepare yourself. Now by the time you have already
attended the training program. That means you have already gone
through all the basics and you had gone
through various knowledge. Which areas process groups as well as definitely a lot
on a lot of questions which we covered as part
of training as well. So all that is already covered. So it would be then very easy for you to prepare
for your examination during this period
or / 4 to 6 weeks after the training is completed after you schedule
your examination. So you will get complete support from the edu Rica to fill
out your application. Even if your application
gets selected for the audit because approximately 20% And may get selected
for the audit and many times. They could be a confusion in terms of how to
face audit there. Also, you will get
a lot of support here and assistance to face
the audit from medical team personalized guidance will be
provided by the smes like us who actually support delivering
the training program throughout this study
and most important thing is that you will have access
to the course anytime. So even if you want
a particular topic to be repeated you
can always go back. Repeat that topic attend
the topic again. You can sharpen your skills. You can realize a particular
question for example, or maybe you want to clarify
about understanding on a particular topic or in
a particular area. You can always go
back and do that. And that's the biggest Advantage
with this training. I believe unlike
the classroom training. So at times
in classroom training what happens if you
are not paying attention, that means you're gone. You can't really go
back and ask to repeat the same. And after the training is over, then there is
no opportunity at all. But here the biggest opportunity that you would get is
you can always go back and play the recording play
the session as many times as you want over and above there are also
thousands more questions. And this is the
most important thing. Once you are ready
for the examination, especially in the last
couple of weeks. You should be only focusing on
taking up those more questions. And from where those more
questions will come you can certainly refer to the director course
for the more questions and thousand is
definitely a good number and I always recommend before we appear
for the final exam. Once you complete your study. It's important that you should appear
for the examination by taking full 200 questions
by sitting at once and taking those 200 questions
at once at least twice before you appear for the exam
that will give you confidence. Not only of facing questions, but most importantly sitting
at a place for four hours. Because this exam duration
is four hours and all these questions will come
from this more questions that are already designed
taking into consideration various contents. And of course the new topics
the new pmbok guide changes that are happened. So once you
clear the examination, once you are PMP
certified, obviously, you have to renew your
certification every three years and even for Renewal
you need 60 pdus and those 60 pdus will come
from the courses that you will attend
through at Eureka. So enter a car definitely
help there as well. You can get assistance in e-learning for
learning different pdus. There are various courses
that you can undergo and within three years again, you complete 60 pdus and you can rename
your examination successfully the most importantly
you will get support from madurai car theme 24 by 7 when you will enroll
for this course, so I would strongly
encourage you all to look no further than enrolling
for the PMP certification codes from a do Rekha. So let's continue this session and let's understand more about
the training approach overall. How are we going to deliver
this training program for you all so we
are going to cover here. The PM is philosopy, which is basically
based on the contents that are outlined as part
of the ombak guide. So I don't know how many of you got a chance
to really see the pmbok guide, but it's definitely the big book which covers
five process groups. There are ten knowledge areas
and there are 49 processes and these 14
and processes will ensure that you understand various Concepts from
project management. For example how to take
care of communication with stakeholders how to go about putting everything
in the charter and ensured that you are authorized
as a project manager to work on the project
and take decisions. For example how to do
continuous monitoring and controlling of
the project activities. So all these concepts are going to be covered
as part of this training. And most importantly for each
of these processes. There will be inputs tools
techniques and outputs. There are these four things
that we covered as a part of each and every process. So all these 49 processes
will be covered and we'll be doing deep dive
into inputs tools and techniques and output for each
of these processes and we have taken lots and lots of examples
on the top of that. I have also covered some
of the actual artifacts of the projects. So which gives you an idea
about how a project Charter actually looks like or how a business case
actually looks like so we'll of course cover as part
of this module business case the benefits realization plan
and I will try and also give you an idea about how the project plan typically
looks like to continue with. We have so far covered
about a little bit about PMP certification a little
bit about PMI certification now, we'll talk more about PMI
as The Institute. So if you see PMI, it's a very old Institute
and established in. 1969 that means if you actually see
PMI has completed more than 45 years know and it's a global organization with headquarters
in USA pain in Sylvia, and it's a project
management Institute, which is based
on nonprofit organization. It's a non-profit Association
all together most importantly this institute
is their worldwide in over a hundred
and seventy-one countries and over five lakh members
are associated today with this institute now p.m. I actually actively engages lot
of professionals across globe and these professionals
are engaged through conducting research in the area of project management as
well as providing access to wealth and information. So lots of wealth of information and resources are available
today with PMI related to project management now under project management
again various areas, so that will the of information
you will get to access. Once you become the member
of PMI PMI also promotes career and professional development and lots of other
Patients also it offers and most importantly it offers
the opportunity to network and form the communities. So you'll find there
are local chapters. There are local PMI chapters where people from the local area
they come and participate and they talk about
what's going on in the project management space
and exchange their knowledge. They share their knowledge
so that certainly helps big time as I mentioned that there are
certifications from PMI. So as you can see
here on the screen, Mean to begin with people with they have just started
in the project management or they would like to start
for them certified associate in project management is one of the certification
for the beginners in the project management, then they can move
to the PMP certification. Now people are working in agile or would like to have
experience again. They're working at a child. They have experience in a child. They can go for pmi-acp
certification apart from that. If you want to do
a deep dive then go for scheduling professional. So again you are Project management and for
quite some time if you want to strengthen your some
of these areas like scheduling so you can certainly do
the Deep dive into scheduling per se, you know, and then you also complete the certification same is
the case with risk management. So if you have been
practicing project management for quite some time, if you want to get into sort of
specialization into this case, then I would recommend you the
risk management professional. Otherwise also you
can certainly jump into this because risk management
is definitely one of the important Processes
that we talked about as a part of PMP
as well apart from that if you want to go for a little
Next Level certifications like you have been doing project
management for quite some time and now you got promoted
into program management. So you can certainly go for
PG MP is another certification and from there
again from program. You can jump onto the portfolio
management professional as well as you go ahead up
in the ladder in your career. So as you see here there are
lots of different certifications that are available. What I did, I'm moving
to the prerequisite now this certification the PMP
certification requires you and this is one
of the biggest Advantage with PMP unlike some
of the other Institute have seen that it ensures that you have experience you
have completed enough education at the same time. You have also gained the actual experience of working
in the project management. All right. So let's take a look
at the prerequisite for appearing for
the PMP certification. I'm sure some of you
must have already gone. Gone through the PMP
certification brochure, which is available
on the PMI site. I would always recommend you
to go to the PMI Dot o-- r-- g-- and browse the PMP
certification brochure because they are you will get
the latest information always but as far as the qualification
criteria is concerned for PMP certification. You are expected to be
high school diploma or Associated degree or anything
which is global equivalent, which should be like 60 months
plus and the project experience of Was is expected and of course 35 contact hours
required for these experience in the project should be
with the last eight years is what we need to remember
contact hours is fine. So you can add contact a verse
from last typically the ask for 35 contact hours anyways, so this particular training
will give you 35 contact hours. So that's another benefit of
attending this training program. So you will get a certificate and you can claim
35 contact hours out of that. The another way is
if you are already a bachelor Degree holder, then
it's pretty straightforward. So in terms of you already
have 36 plus months of the formal education. And if you have
45 hundred hours of experience. Now, this experience should
be non-overlapping experience working in to project not necessary as
a project manager. You could have worked
in whichever the domain whichever the area
within the project management. That should be fine. And even here also, the expectation is
35 contact hours so you don't have to worry about 35. I was in this case
and that's the best part because since you
all have already enrolled for this program and you are going to get
the certification of completion of the training
and 35 contact hours. You can claim through that
now some of the things that we need to keep in mind that this particular experience
should be non-overlapping as I explained. So if your worked
on two projects ensure that those two projects start and end date should
not be overlapping. Okay. So that is one
of the important things then project experience should be
only from last eight years. Years and not before
that 20% applications as I mentioned are picked
up for random audit, so don't worry, even if your application
is picked for the audit, we will definitely support
you there and apart from that. Once you clear
the certification. If you appear for
the online examination, you will definitely get the soft
copy of the certification and your score you
will immediately come to know if you appear for the online
examination apart from that from the predict point of view. The designation is not an issue that would there be Specific
rule I should have played. So in a project there are
multiple roles, right? So if you take example
of a software project, you may be a developer
or you may be a tester or you maybe just doing
the deployment of the code that is written
or deployment of the releases. Okay or deployment
into other environment Etc. So you are contributing your you're definitely
the team member to the project that is running right? So it is not necessary that you need to be project
manager to have that experience. Variants of 4500 hours, even if you have this experience
of working on any project by any role still you qualify for the
PMP certification provided that you have non-overlapping
experience of 4500 hours. And of course
the other prerequisites as we discussed now, let's get on to the pattern
of PMP certification. This is another important thing
for us to understand as I mentioned
PMP examination is for ours, so it's definitely longer
and this is where it sometimes. I've seen people struggle
if you do not practice enough, so you have to first
of all practice to sit for four hours, right? And therefore I mentioned that you need to at least take
two full 200 question mark test before you appear finally
for the examination. It's conducted in
the Prometric Center. So that means it's
properly enemies you later at the same time. There is an environment
where in the exam is conducted. So it's an
examination environment. You'll find there is
a camera and everything. So this examination
is Is conducted in a proper Prometric Center and with proper
in visualization, there are 200 multiple
choice questions and you'll get four hours now top 200 question. What is important to notice
is a hundred and seventy five questions are only considered
for the final score and there are 25 questions, which are pretest questions or these 25 questions
will not be considered for your final score, but you would not know which are those 25 questions
hence for you? Wanted question is what you need to look for because you would won't be
able to differentiate between which are
those 25 questions for pretest and which are
those 175 questions. So for you you have to attempt
all the 200 questions. There is no negative
marking definitely and the examination
is developed by individuals or group of individuals. So people who have been working
in the project management area for quite some time and they have acquired Knowledge
and Skills and expertise. So these are those girls who get to participate
in the examination. I remember even p.m. I approached me
for pmi-acp examination, but since I delivered
training program, hence, I didn't get to participate. But otherwise if you don't
deliver the training program and if you want to contribute
actively into as a PMI that individual or the group
of people you can certainly nominate yourself or sometimes PMI directly
approach you as well after clearing the examination as I said you will
if it is a soft if use online Mission then you
can immediately see the result and you should be able
to then even we are soft copy of the certificate immediately
after the examination. I guess there are few hours, but that should be
available more or less after the examination
is completed successfully. All right. So this is about
the examination pattern. Now, let's come
to the examination fees very quickly will go through the fees
that you would be paying. Now. There are two options one
is computer based testing and there is a paper
based testing also available if you are Are appearing
for the paper based testing. Then your score will
not come immediately. Right it will take time. But if it is computer base, then your score will
definitely come immediately. Now, if you see
the p.m. Experience and education we have already
covered this part, but what you need to understand
is for computer-based exam. The charges are food
0 5 and if it is if we read this as
members and non-members. All right, so if you are
PMI member the charges for you will be 4:05. If you are not PMI members
in triple five. If it is paper-based
for PMI members 254 non-p. My members is 400 similarly. We can take a look at the
re-examination computer-based and the paper-based. So it's always Wise It's always even
if you do any math, you would know that it's always good to do
the pay my membership to take P my membership and then appear
for the PMB examination. So if first take the membership, of course you first
create your account on the PMI Dot o-- r-- g-- site you take the membership and then You go for
the PMP certification this way you will land up paying more
or less the same amount, but the most importantly you
will get membership for one year on the top of that. You will also get a soft copy
the latest window guide. So that is the biggest
Advantage here right now. We can also go for the PMI
local chapter membership. So these membership fees
you can check locally. How much are they? And as I mentioned earlier, when you renew your PMP
certification after three years, you will have
to complete 60 pdus. Professional development unit
and for this 60 pdus also you can certainly take up
the courses of Eddie Rekha and these courses will help you gain those 60 pdus
most important information. I remember I did mention
this earlier as well. But again, I would
like to emphasize that if you want to appear
for PMP examination, and since you have already taken
this decision go to PMI dot orgy and refer to the PMP
handbook very importantly. MP handbook will give you
the latest information about everything that it takes
to know about PMP examination. Right right from
the prerequisite to the examination fees
to exam retakes, everything all the information
all the questions that you may have
about the exam. You will be able
to get those clarified through this PMP certification. Okay, so that was paid at a high level
about the examination and about PMI excetera. So that was just
the basic information. From that I provided so far
about the examination. I just want you to then take you through the basics
of the project management. So we'll get started
with the basics of the project management and then will gradually get
onto bit of a deep dive into some of the areas that I
have already told you about. So starting with the pmbok guide so pmbok guide is project
management book of knowledge. Now this particular guide which is published by PMI and this is considered
as distilled version of project management
body of knowledge. And now the sixth
edition is available, which is already
introduced last year and this particular 6th edition
is basically the source of information now, which is referred across these PMP training course
is based on the 6th edition. And hence. This course will cover
everything in terms of your knowledge areas the process groups as per the
sixth edition of pmbok guide. Now Kimber guy, it is structured
typically like this. So it will have
key Concepts Trends and emerging practices. Tailoring what needs
to be done to tailor a process considerations
for project adapt to environments Etc. So each knowledge area, you will find
these four sections. So the way this course
is designed is exactly based on the ombak guide structure
will be also talking about the key Concepts
from each of these processes that will be talked covering. There are 49 processes that will have and there
are ten knowledge areas that we'll be covering. So under each
of these knowledge areas and the processes we will touch
about key Concepts Trends and emerging practices how to tailor a process and
if you are implementing agile, or if it is adaptive environment
that you're working in then how to go about considering some
of the newer Concepts from agile and adaptive environments pmbok guide
these typically structure. It will give you
the project environment technology areas role
of the project manager. So this is something that is introduced as a part
of the sixth edition. It was not their previously
do towards their but it was embedded
into Different knowledge areas, but now roll up project manager is going to be covered
explicitly as a part of the separate structure as a part of the structure
structure of the pmbok guide itself apart
from the 10 knowledge areas. And of course the project
management foundations you is also covered as part of this. So I would strongly recommend you after going through
the training program at least once you should go
through the pmbok guide. It's always good to know. So the fundamentals
of project management and rid at least once even
it is slenderizing. The even if it is
book bigger book, but reading it once is
definitely the Target that you should take. Okay, let's move
on the fundamental question. I'm sure you can ask yourself is
what is a project now since this particular training
PMP certification training and the certification is
basically for the project. So it's important
for us then to learn about the definition of project. So what is there now think
from the examination point of view objective
of this training is to make sure that you prepare
for the examination. So as per the PMP certification, what is the definition
of a project so project is a temporary
and river which is undertaken to create unique product
service or result. So if you take any project
ultimately will get some outcome and that outcome is unique that outcome could be you
will undertake a project and at the end of the project
what you will get is a product. All right, or at
the end of the project what you will get
maybe a service or you will get some result
but that is going to be unique what you will create
at the end of the project. Is unique apart from that project is
a temporary Endeavor. So you will always find
one thing that project has a start date and the ended
so project will be ended when you achieve
the objectives of the project or sometimes it may happen that there is
no funding available or the project objectives
are obsolete or sometimes the project is terminated. There could be various scenarios
that you may come across but definitely another attribute, which is also equally true
is Project is unique. So you'll always find that even though Buildings that sometimes you see
those are identical but at least you will find
some attribute which is unique to each building. So that means if you see put
together everything here, you'll find that projects are
unique they are temporary and they are undertaken to
create a unique product service or a result. You can take example
of IT project or an on it project. If you are developing a product and that particular
product development that you have undertaken is for a Year's period Within
that one year you actually go through various phases
of the project. You could have undertaken
a feasibility phase. Then you have done the analysis. Then you have actually done
the development and then you have implemented it. So you have gone
through various phases in order to build that product and by the end of the one year what
your produce is that product which will take it
to the market and then you will sell the product. So that means
in this example we have seen that what's unique is basically that product that
you're producing that product. Be any product. It could be it product. It could be 90 product that you're producing
and the project that we have just said
has got a start date and the ended we have got
one year in between and within that one year, we're doing all the project phases activities
and it's a unique product that you're producing
at the end of the day as well. Right which you can take
it to the market. So, of course as we go ahead we
will take multiple examples of the project as well. But from definition
point of view, we need to just remember some
of these keywords. That from the pmbok guide and from PMP exam point
of view projects are of course unique
their temporary nature and what we produce at the end of the project is
product service or some result. Now, if you take the examples
of like projects Drive change, you will come across project
why they are initiated. You must be thinking about why
projects are initiated. So sometimes projects
are initiated to drive change. I have seen that organizations
undertaking big transformation. Those transformation projects
are basically to drive change within the organization. I was part of such
a transformation project and the transformation
project was about the agile transformation
within organization. So it was 18 months project
and that has a start date and the end date and then lot of activities
have were undertaken as part of this project and then with an objective
obviously there was objective that they want to shift
from the traditional mindset or traditional way
of working to the edge. Child way of working so that is completely
a project to drive change at the organizational level right now project could be also undertaken to enable
business value creation. No value could be
tangible or intangible. That's fine. But what is the value how value is going
to be generated in the business? It could be by launching
a new product altogether or new line of business, whatever that line of business that you would like to enter
into and you are undertaking a project basically
to enter in to that new. Line of business and that's going to add value
and that you can measure it. How can you measure
that value obviously value could be measured
in the form of the benefits that you're going
to realize once the project or that product is
in the market. All right. So sometimes that value could be intangible by launching
the product service or result. You will be able to achieve the
customer satisfaction sometimes not everything is measured
in the form of value. Right? So customer satisfaction can be
measured in the form of Value, but definitely when you achieve
the customer satisfaction, you can generate more business
out of the satisfied customers and you can even do the cross
selling of the product. So that's the intangible benefit which is difficult
to measure but there is definitely a benefit that we can show so sometimes
projects are undertaken just so that we achieve
those intangible benefits. There are also projects which are initiated sometimes to
meet the regulatory requirement. I have worked on many
regulatory projects now some of Projects were initiated so that we can fulfill
the regulatory requirements of the customers. Alright. So for example, there are certain like if you
work in a banking industry, there are certain reports
which needs to be furnished which needs to be submitted to The Regulators now
an IT project is initiated so that those reports
are produced out of the data, which is gathered
from all the it systems across Banks it organizations. It's a captive organization
typically and you get data from multiple. Apple it systems and then that data is ultimately
used to prepare various reports which are then submitted
to The Regulators. So that means you
initiate a project so that you can fulfill
the regulatory requirement or legal or social requirements to satisfy
customer requests or need as I said that sometimes we initiate
a project outer periphery Quest that we received
from the customer. So sometimes product
is already there and now you are getting
the change requests just so that we can make enhancement to the products
that we are using. We also initiate the project so that we implement
or change business or sometimes technology
technology is another change that I have seen suppose if you want to go
for the evergreening project. So that's where you actually
demise the old infrastructure and you are upgrading
to the new infrastructure. So that's purely because of
the technological advancements that have happened
in the market and I've seen that companies are investing a lot of money in changing
their technology stack, especially with the devops
coming in every company wants to to make
themselves devops ready so that they can establish
the continuous integration continuous delivery
pipeline build Pipeline and then deploy more
frequently to the customers so that they can capitalize
on the deployments that are happening
or they could be also created out of the let's say
you want to improve a product or release some fixes Etc. So even those could also be
the reason why the project gets initiated so projects as you can see here the project could get initiated
due to various reasons. Since some of the examples
we can take here which are specific
to these categories that are listed down. So first could be developing
a new product service or a result. So let's say you are working
in an automobile industry and there is a strategic Vision that you are owner
of the company has to manufacture a car which is priced at
least the cheapest car. So that's the Strategic Vision that you are owner
of the company has and with that vision. You then start working
on a product. So that means you
undertake a project which will produce a product
to fulfill that Vision. All right, and that vision
is to manufacture a car with what I would say
the cheapest car in the market so that cheapest car
in the market to manufacture that obviously for
that product to manufacture. You will undertake a project and that project may run
for three years for two years or even four years depending upon the complexity
of the project Etc. But ultimately what
you get at the end. Of that project is that product
which is cheapest right? You may succeed or you
may fail in the project. That's a different thing. But ultimately the outcome
of the project is some product or it could be some service. All right. So if you are launching
a customer care service, let's say you wanted to you are
into a call center business and then you are providing
services to your customers. So there are various
such a services that you could introduce and
just launched those Services. You could undertake various
projects or they could be see some result immediately that we may get as
a result of the project that you have undertaken. It could be affecting a change
in structure process Staffing or style of an organization
have seen sometimes that a projects are undertaken so that the structure of the organization
May undergo a change or for that matter
the process Improvement. You must have seen a lot
of process Improvement projects. So I gave you example
of lean Six Sigma project which are undertaken so that we can make
the process lean. We can enhance the productivity. Etc or I have seen even
the projects are undertaken to reduce the cost
associated with staff. So maybe you undertake a project where in the solution is to put the robotic
process Automation rpas and through our PA you are actually cutting
down the staff cost. So that's another example
of a project. So as to introduce
change projects are also undertaken for developing
or acquiring a new or modified information system. So you are procuring
new hardware or software. And so sometimes those are
like infrastructure projects which are undertaken just so that you replace
the old Hardware which is no longer supported
by the oems of those Hardware's whom you bought that Hardware or for example
software so lot of ever grinning as I said, sometimes if the software
is not supported you would like to either upgrade that or you would like
to change the solution. One of the biggest reason for this could be
the security issues. You want to protect yourself
from the security threats that These days we see coming through the another
opportunity is conducting a research efforts. So we conduct our research
efforts and obviously what we get at the end of that research effort is
some outcome construction. I think this is
pretty straightforward. You are constructing a bridge
or your maybe you're setting up an industry or it could be
a big turkey project that you're undertaking
or for that matter. If you are changing
any business process, so lots of these examples
that you would see here. I hope with this set
of examples now, it must be very clear. R2 you that project
is a temporary ND were with start date and end date
and what we get is unique and that is product result
or some service at the end that we get out of a project. So what is the importance
of project management ultimately so why we are doing
whatever the efforts that we have been talking about why we're putting
in so much of efforts. So project management is all about applying the knowledge
skills tools and techniques, but in order to apply
this knowledge skills tools and techniques first of all. We need to know
which are those knowledge. What is that knowledge? What are those tools
and techniques if you don't know how would you apply and that's what exactly
we train people on so this training actually talks about knowledge skills tools
and techniques skills. Of course you acquire as you go
on applying the knowledge, but for that you need
to know what kind of skill set are required now, it is also required because there is
a Cutthroat competition that's there in the market. So if you want to prove yourself that you are different
and that you are char. Sharp and at the same time
you have got those skills that are required to be there. So as to be effective so that you can effectively
manage the project and not the poor project manager
for that matter. So how would you
be able to distinguish that so there are there are
certain things, you know that are required here actually, so effective manage project which actually helps
individuals groups public or private organizations
for few things for sure. So one is of course meeting
the business objectives. What are the business objectives that you have
visualize yourself? For that you have actually drawn so those business objectives
will be achieved. So as I said manufacturing
of the cheapest car if that's the Strategic Vision
with which you have started the project you achieve
that business objective by the end of the project satisfy
stakeholder expectations. So you deal with
n number of stakeholders on the project again, depending on the complexity
of the project. So how would you satisfy
the needs of the stakeholders the expectations of
the stakeholders the changes that they are requesting so you'd be able to do that if you do it effectively and Overall chances
of success will go up most importantly
managing the constraints of project you'll
be able to manage project constraints effectively if you have those skills, and if you have that knowledge and risks is another
important key area. How do you manage risks? So you will be able
to learn to manage risks through the difference
tools and techniques that will be covering as a part
of this training delivering product on time is the key
to successful project as we always say
we have project constraints. Of course, we'll be
talking about those and those Constraints we need
to keep on mind and ensure that we are delivering the project within
those constraints of the project when you begin working
on the project, you will come across multiple
changes from the stakeholders. So if you dont know
how to ban a change effectively, you will struggle
to accommodate that change within the project
that you're working on and therefore in order
to effectively manage project. You need to have the skills
and tools and techniques poorly managed project would
certainly lead to multiple. Age here, there
could be a failure in achieving the objectives
Miss deadlines cost overruns. We come across
the situations, right? Whatever the project budget
that is given I have seen sometimes project manager
land up paying more or land up spending more than
how much is the budget given or they could be a compromising
the quality of the outcome that that is being produced or they may land up
in doing lot of pre-work and rework is a vest and that requires a lot
of money and all these lead to unsatisfied stakeholders
for that matter. So therefore project management
is definitely very important. And hence. We need to learn
the associated knowledge and the skills that are required
to manage project effectively. And obviously we need to also know what are
the tools and techniques that are required and most importantly we need
to be using the right tool and right technique
at right time. So that's what is going to be covered as part
of this training. So we'll be covering each
and every processes and we'll be covering the each
and every tool and technique that is required. Now if you see project manager
meant as a methodology of each organization, I have seen they have done
some sort of customization. It's not like they may follow
whatever we are going to talk about as it is. So this is going
to be always customization. So templates I have seen
every organization will have their formats if will have
their own templates. There will be a policies around how to manage vendors
they'll be policies around how to go about doing the human
resource management Etc. There will be certain
processes over and above what we are going to covered which are Specific
to the organization as well and there are
a lot of guidelines that are available as well. But most important thing is when we talk about a methodology
we're talking about we should be able to plan project
properly monitor it properly and control the project properly
within the organization and to do that what is required is going
to be covered as a part of this training. So PMP certification training will actually cover the project
methodology as a whole and that will give you an idea
about what kind of Late, I should be using when I put
or when I start working on the project Charter or
when I create a business case how I should be going
about doing that or what policies I should be
no bare minimum policy. I should be having
right what kind of a guidelines I need to follow when I am doing
a particular thing. So from project management
methodology point of view. These are some of the areas that are needs to
be looked into now. Let's move on to one
of the most important points, which is about constraints
of the project. So we called as compensating. our project constrains if you ask me how the project managers
performance is revived or performances judged I
would say it's based on how that project manager is overall managing
the constraints of project because every project
will have these constraints when I'm saying constraints, what does that mean actually, so there are these six
constraints that we talked about scope time cost quality risk and resources now
there are constraints because If you change
one at least one other will get affected. If you increase the scope of the project obviously
cost might go up right if you don't increase the cost, and if you're just increasing
the scope risk might go up and quality might go down
right at the same time if you reduce the time, if you want something
to be deployed early or finished early. They're obviously we need
to increase number of resources. If you don't increase
number of resources, then it's going to cost you either you're
not be able to complete. All the scope or you will not be able
to achieve the quality that is expected to be there. So you have to play around
with these constraints. So effective project manager
would know how to deal with these constraints
and most importantly if there is change to any
of these constraint. It's important to go back and
update the relevant documents that are being created. So could be a scope management
plan risk management plan or Resource Management plan. So we need to go back and update
these documents as well. If there is any change
to the constraints, right, so from that point of view, these constraints are very
very important to manage and this constraint is
to be managed from the point of view of the stakeholders. They should also be satisfied because if the scope is
not fulfilled your stakeholders might not be then satisfied. So, how can you deal with the scenario wherein
you are behind the schedule that means either you have
to reduce the scope or you have to delay your project by maybe
a couple of weeks, so you Are in such
a situation then how would you
handle this situation? And that's where the project
managers skills and knowledge will come into picture. So how can you go back
to the stakeholders and understand the importance is
it scope delivering is important as it is or is it the schedule
that is important? Like when I was working
on a regulatory project. So from The Regulators point of view most important was
delivering it within the time because that timing
is most important. Otherwise your company
might be find you will have to pay the regular. Finds so from the
school point of view. We had to go back and
reprioritize the scope items. So they were certain scope items which were just good to have so
we had to really drop them off and whatever rest of the scope items we
have then taken them ahead within the available schedule. So what's important
here is to understand how you can make use
of this constraints to the best of your knowledge and to go back and negotiate
with the stakeholders. All right. So I have now I have made it
clear the most important thing how to deal
with project constraints and we'll talk about now
the project program portfolio and then OPM as well. So talking about project
and strategic planning. So let's get started
with the project and strategy planning forced. So typically what happens
if you talk about a program, it's always made up
of multiple projects and a portfolio would have projects and programs
put together and then that's how Lately, everything is aligned with the
organizational goals objectives or whatever the Strategic plan
that is created. So I gave you this example of if you want to manufacture
a cheapest car if that is a vision
high-level strategic plan that is created then probably you might need to run
multiple such a programs and the projects because it is a complex
project altogether, right? You will have to learn
run multiple projects and this program would include
lot of components in it. It okay. So component would
be there could be a vendor management activities that needs to be
separately handled they could be active days. We're in establishing a plan
where this assembly line. For example where this car
would be manufactured or for that matter. There could be another component
all together in order to Source the material
that is required in the cost that we're looking
out for that's another component altogether. So based on these components, then you would form various
projects Within These itself. What setting up
the assembly line could be a project in itself? All right, so procuring
the material right or sourcing the windows
to procure the material just in time could be
another project in itself. So that's or typically happens. You have some
strategy guide line. You have a some strategic Vision
or a plan for that matter that triggers various
projects and programs and then all those becomes
a part of the ultimate portfolio at that level
the overall government. Science is managed. So program and the project
management will ensure that the programs and the projects are managed
in a right way. So that is very very important. The most important
thing is you need to categorize these programs. So for example, you have the programs
which are similar kind of a project should be
part of that program. Of course, we'll take example
as we go ahead but portfolio management
alliance with portfolios. So what we can do is that probably we can take
example and then you would be in a position and then we can come back. I can also see
what exactly we mean to say. So this particular example is
to understand the difference between project programs
and a portfolio. So at a portfolio level
what you're basically deciding is so that's
your maybe strategic plan. You're planning to put
up a new line of business in the organization. So strategically,
that's what you have decided so you could run a market
research project for that. Okay, so would it be
really feasible to go ahead and set up a new line? Of business altogether
so you're doing a market research activity, which is a separate
project in itself. Now if you see
the kind of programs that I might need to create under this portfolio
would be marketing. Okay. So here I am setting up
a new line of business. I need to think about
how am I going to Market that then I would
also need to think about the application
development as a separate component altogether then content development
would be there. So I would run these three different programs
and under these three different. Grams, there could be
multiple projects running like under marketing. I would have a product launch as
a separate project altogether. So all the activities that are pertaining
to product launch would then be carried out
under this project or New Market development would
be another project in itself. So these couple of projects
which are related projects which are in a link project
would then be clubbed with this component which is marketing as
a program similarly for the application development. I would look into
Various things as well. Like for example, I would think
about a web application Android and the iOS
based application as well. So there I would Club
these related projects under this program, which
is application development. So this will actually ensure when I complete all
these three projects, I'll be able to complete the
application development program as a whole similarly in case
of content development. So I would need to look
for the content now my project could be classified based on. We class 1 Class 2 class
3 class for contents. Okay. So this is just one example
one representation. You could do it
multiple ways as well. There are multiple
ways to do that. But this is one way which will give me a better
visibility better opportunity to establish a proper governance
at the portfolio level and thereby control what's going on in each
of these projects and programs if we talk about operations
operations will focus more on the ongoing activities and operations will
come into picture. Once we launch the for example, once the application is built
and it is launched. Then the operations
will come into picture until then you are actually
working within the project itself or program. So project in
operations May intersect. This is very important
to understand actually so we have seen a project now, we have seen operations as well operation
will come into picture once you launch the product or a service into market
and then you start supporting that then you start
making enhancements or then you start supporting
the customers Etc. So what is important
here is that though? Operations team will take
the full control. Once the product
is in the market but that intersection happens
at multiple points. And which are those points
where the intersection happens. When is of course When
developing a new service or product you need to involve
the operations team as well so that they would know that something like let's say
the web application is coming on their way for support
you could also do that when you improve
the operation so sometimes what ins when there is an existing application
and then you're enhancing. So again, you engage
the operations team as well most importantly at the end
of the product life cycle. There would be a proper hand
over between the project team and the operations team so that Handover has
to happen properly and we need to pass on all
the relevant documents to them and at the end of each phase closure we need to also
invite the operations team so that there is
a proper handshape happening and they are not engaged only
towards It in the project. So some of these things is
to be taken into consideration. So I hope this example
must have given you a fair idea about program project and how a typical strategic plan
initiate the launch of a program and a project so project program
and portfolio is clarified. So portfolio, which is typically
at a strategic level. So this is where the collection
of projects or programs happen. We have just taken
one example here and they are basically grouped together so that we Can
facilitate them effectively from overall governance
and management point of view which will ultimately
help in achieving the Strategic objective. So in earlier example, the Strategic objective was to
launch a new line of business. So that's how it is program is where we collect projects
together and they're definitely interrelated or sometimes they
are interdependent as well. But most importantly
the obtain benefits which are not available
from individual components. So if you see only
the web application will not give as Much benefit as even when you add
the Android app or iOS, so when they put together
then application development as a program will deliver
much more benefits multiple interrelated projects
needs to be run parallel. So sometimes they
are done parallelism times. They are also dependent right so they could be run in series
or they could also be run in parallel now projects. They are generally
dependent on each other and serve a common outcome. So if you see typically is that lets say class 1 and Class
2 You could be a bit of a dependency as well
in terms of content. Okay, baselining or all delivery
for that matter or they could be a bit
of a dependency between what you are developing
as a web application and then Android and iOS, so generally that's what is observed
within the project. So we need to ascertain what's that dependency level
and we need to manage that dependency level
effectively as well when you are working
on project and programs. All right, so moving
from there all together. So we just covered up what is a project program and portfolio and we have taken
one good example to classify this to differentiate this and as we progress we're going
to take more examples as well. So organizational
project management. So if you see the Opium, so this is specific
to the organization now we are talking about now. This is a framework where we talk
about project program and portfolio management. All this is integrated so that we can achieve Leave
the organizational objectives ultimately and for that reason
it's basically integrated. How does this work? If you think from the
application point of view now, so you have project program and
portfolio management knowledge and now you're applying
it and that's where the organizational
objectives will come into picture. So you have a strategy right. So we have taken example here
that we have some strategy which is launched
a new line of business. All right, and then you decide the
portfolio value decisions, okay. And we have the business
impact analysis is done program and project results
are delivered operations will start here. Okay, the value performance
analysis is carried out right from identifying the strategy because value will
start coming in only once you launch
that line of business, so programs and projects
will be a part of this section and then there's
a portfolio here. Okay. So what we need to understand
is that same example, you can apply here as well. So in order to achieve
the strategy objectives of Lon Launching a new line of business then obviously you
are aligning with the portfolio which are the portfolio
that you working in there are multiple projects and programs
that you are running here. Okay, and once you
complete those programs, you will be able to then deploy that to the production team
or to the operations and support team. And once they are out in the market then only
the value will start coming in. Then you start
measuring that value. So in the beginning itself, you create a sort of
the business realization plan. Are the business
Benefit Management plan and you try to measure
the business benefit against that business
benefit measurement plan. So this is more or less
the same thing as what we covered earlier here. We are just trying to put it
in the form of oh PS. All right. So let's just move on
to Embark guide now since we are just talking about
PMP certification training here. So we need to also know
a bit more about pmbok guide and how the pmbok guide
is structured so weak. We did Cover
the high level structure but there are a few more things that we need to know
about pmbok guide specially at the component level
and at the same time how these process groups the
knowledge areas the processes how they are aligned
how they are interlinked. So let's talk a bit more
on these quickly. So I'm just going to take you
through each and every component very quickly. So Project Life and phase. So what is Project Life Cycle? Ultimately Project Life Cycle
is nothing but contains series of phases. You must have seen For example
sdlc so Project Life Cycle, which is software
development lifecycle. Alright, so when
the software development life 7 the software is built we go
through various phases. Alright, so those phases
they happens in series. So we have got a phase called
maybe the initial assessment that is turn feasibility. We called as so initiation we can call them as so
then we have requirement and then we have was you analyze
them create design, right? So you built you test it deploys all these are nothing
but your lifecycle phases then the project phase so project phases collection of logical related
project activities. So you could differentiate
between the Project Life Cycle and the project phase as well. So Project Life Cycle is a very
general quick at a high level. So for example
feasibility is one thing or analysis is another phase or implementation
is another phase. So from the Project Life
Cycle point of view, the project phase
could be requirements Gathering so you have gathered
requirements, which is, you know, logically
based on the activities that you're performing. Or design which is again activity of Designing
that you're performing. So we just we can differentiate
here in line difference that we see then these
are specific to project. These are very generic then
we have a face Kate so which is a raviv that happens typically
at the end of the phase. So once the requirement
Gathering is completed as a phase then we produce a document called as requirement
specification document and that is revived. So that is my sort
of a milestone that I can say that I achieved by the end
of the requirements. Face and that needs
to be relieved then which of course
may get modified later if acquired that's
fine project management process. So this is now if it is
a process they're obviously typically process has
series of activities which are you know, interdependent and then which you perform to achieve
a specific objectives. So here also for example, if you take example of let's say
a communication management plan. So when we work on the
communication management plan, ultimately our objective
is to create an approach. How are we going to communicate
to all my stakeholders in the project that
I'm working on? So that's how to be great happens the project
management process group. So again, when logically the grouping
of project management inputs tools techniques
and output happens, you know, so that
particular group you can Define it as a project
management process group. So in PMP here we have these five groups initiating
planning executing monitoring and controlling and closing. So these are
the five process groups. That we have. All right. So, of course, they cut across all
the phases of the project and they are going to be
a going to be there actually. So when you are starting right
from the feasibility of the project you would again you would have
to initiate the feasibility you would have to do planning
for the feasibility. You would have to execute
the tasks with invisibility. So that means these are not phases what I mean
to communicate here is that initiating planning
executing are not the phases of the project but these are the process groups and Process groups would fall
in each and every faces now, what are the knowledge areas. Now, these are
the basically ones that are identified areas
of project management. And these are the areas
of project management where we basically learn about
the different processes, right? We understand the
different inputs outputs tools techniques from each
of these knowledge areas. So if you talk
about any knowledge area if you pick up, okay, so you would need to then
understand what are some of the tools techniques X
and the inputs and outputs. So let's take an example here. So I'm also going to give
you the idea about some of these examples
wherever possible. So I use this as
a supporting material. Okay, so that we can you know,
take some examples. Alright, so starting
with Let's say the plan scope management is one of the processes that
we talked about here. Right? So plan scope management
is basically one of the knowledge areas
that we talked about and under that there are inputs tools
techniques and output as you can see on the screen. So these could be the inputs
for planning a project Charter then various plans like quality management plan
project lifecycle description development approach excetera. So these are my inputs to the
scope management plan what tools and techniques can I use when I do the scope management
one is of course, I is expert judgement as well as
I will do alternative analysis. So as part of this training, we actually cover
we take a deep dive and actually come up with examples in terms of how
to do the alternative analysis. So we try and cover some
of these examples. We actually cover
the scope management plan and I will be telling
you guys, you know, how the scope
management plan looks like and what role should be what are the components
of the plan and what needs to be added
into the plan as well? Similarly. What do we expect
out of this process? So By the end
of this particular process we should get the scope
management plan in itself and we should also get
requirements management plan. Right? So this is just one example of the project
management knowledge area. So scope management is one
of the knowledge areas. So this entire training
PMP training is based out of these knowledge area. So we're going to cover all
this technology areas and under each and every knowledge area
will be talking about tools and techniques and inputs
and outputs, right? One example, I just
now gave you okay. So this covers
all the components. No talking about life cycle as you can see here
Project Life Cycle. It would have like start
the project you do a bit of a planning then you
actually execute the activities and then you end the project
now this process group as I said earlier will be a part of all these phases
of the project. Okay, because for planning
will have to gain initiate the planning activity will have to actually do
the planning then we have to execute that plan Etc. Right. So that means this is going
to be Flatly a part of this there are
ten knowledge areas, right? So for example Communications management stakeholder
management scope management, right risk management Etc. There are 10 of these
and these 10 knowledge areas. We will cover each and every of this knowledge area
with many examples and actual artifacts as a set. Okay, then there
will be a phase gate like we took one example here
project phase Etc timeline. Okay. So this covers everything that I supposed to be covering
as a part of pmbok. guide Okay, so
let's proceed for now. So we have project lifecycle and product life cycle will just
quickly take a look at this. So Project Life Cycle
will have this phases as we already spoke about so we have a feasibility analysis
design implementation Etc. This phase is you could name
them based on the industry that you're working on and this phase is
the whole idea of working in this phase is basically that I can certainly look
forward to some Milestone at the end of the phase. So when I complete
visibility I would know that whether it is possible
to continue working on this project or not. For example, the product that I will be working on
whether there would be Market available or not know as
about of the feasibility study, whether the solution
that I will building would it feasible to build
the solution or not? So all this feasibility study, I would do from the point
of view of whether it is at all possible to make
that product or not. Okay. So all that I would do again technical feasibility
business feasibility. So all these aspects
will be covered as part of that. As I said that Project Life Cycle
is based on the industry that you working in
if it is just an example. If it is it software
industry then typically your Project Life Cycle would be like requirements
Gathering phase analysis design development
testing implementation. These are the phases
that we go through. Okay similarly
in Pharmaceuticals. It will be different in construction will be
different in Industry that you are working on
with could be different. But ultimately at a high level
these phases will Give us some framework to work
through and we go on achieving the milestones and most importantly
these phases will help us in establishing
the project governance as well. Now these phases
could be done sequentially or they could be overlapping so it depends on the phase
that you're working on. So face-to-face relationship
cushion ship could be as you can see and
if we are doing the overlapping then it's also
called as fast-tracking. So there are Concepts
like fast-tracking and crashing. So we'll be covering
this concept as part of the Your training
and stay tuned. I'm sure it
would be happy to know that there are
two different ways through which we can actually
move the project term little bit faster. So by doing the fast
tracking or crashing, so what is fast tracking and
what is crashing the project is what we will be covering as we proceed now you have
to stay tuned for that, right? Okay. So we just covered
about the project. Now. Let's also quickly talk about the product life cycle
and try to understand what is project and the product. Life cycle very quickly
Now understand one thing the Project Life Cycle could be
a multiple Project Life Cycle within the product life cycle. So once you have
a product, right, this is a product life cycle, you can undertake
multiple projects, but when you create a product
for the first time, so you have one such project that you have undertaken right
to launch that product right? So the same example
if we have to continue, right? So let's say you have launched
or you have kick started that project to come
up with a cheaper. His car in the market. So that was your idea. Right? And then you start
your project you had gone through different phases
of the project and then you introduce that car here. So you have taken up one project
here and then your outcome is of course the product
that you're launching and then the product
life cycle starts here. So products type cycle typically goes through
these various phases, right? So you have introduction phase
so car is there in the market and then this is cheapest car. So of course, he's got a sales then you are in a Growth phase and then
after a few years you realize that because there
is a competition or other cars are also coming up and because even others have
started realizing this market, so then the maturity level is what slowly
the product starts achieving. This is where you
are selling at Peak and then because of
the competition Etc yourself start declining right and then gradually you stop
enhancement on that product and then you just sell
whatever is selling and then that's how that product ends. But during this
entire product life. You might do multiple projects. So for example, you are enhancing the car
by doing the multiple project. So you are doing
the face-lifting of the car, right or you're doing
complete makeover, you know, we're in you're
actually doing changes you're doing in the engines
when you're at a growth phase. You are actually undertaking
a project wherein you would like that car to maybe do
some sort of changes so that it will appeal
to young crowd Young Generation, depending on your
marketing strategy. Depending upon what's
driving this growth, you would undertake
multiple projects. So you have taken up a project and the outcome
is the cheapest car that you launched in the market. And now we have product life
cycle started and within that product life cycle. There are number of phases that you have going through
and then you are undertaking multiple projects within
the product life cycle in order to ensure that you keep up the sale of
the product as much as possible. So that's typically the
difference between the product and the Project Life Cycle. All right. Now let's move on
to the next topic which is about understanding
the types of development Cycles. Now, I'm sure some
of you may have already read about these life cycles. Some of you may have worked
on different life cycles. So we'll just touch
about all these different types of life cycles and I'll also try to give
you some generic examples and we'll try to also take
some specific examples. So you may have come
across various life cycles, like predictive life cycle
or adapt to life cycle. All and in fact,
there are combinations. So sometimes predictive
and adaptive way of working is combined and then it becomes a hybrid
life cycle apart from that. We also built
in an iterative way and incremental way. So we have iterative and
incremental life cycles as well. So let's start with
the predictive life cycle. Typically what happens
in a predictive life cycle. Now, you will agree that the best example
of predictive life cycle is waterfall because in
water for life cycle, what happens is that @v to affront planning
and water for life cycle as you may be aware already and you may have worked
on waterfall way while working on software
project specifically and if in case you are not working
in software projects, then also in the traditional
way of working. Typically, we always do
The Upfront planning. So we spend good amount of time
in gathering requirements in defining the scope of front
and based on that scope that we have defined we come up
with the schedule how much time this project would take take
to complete and accordingly. We also derived the cost that is required
to complete a project. So that means all
these activities we do a front and therefore it's
a predictive way of working. So the best example is
the waterfall life cycle where we do a front planning and then we have
these different phases through which we actually
go through in order to build that software product. So there are various phases
that we talked about as a part of water for life cycle like starting with we
initiate a project. Then we spend good amount of
time in gathering requirements. Then we do analysis
of those requirements and based on the analysis. We start working on design part
and on design again, we create high level design
low level design Etc. And then we start
actually built activities and then we test the software
and then it is deployed for use. So that means all these activities are actually
planned well in advance because we create a front
document for requirements. Nations similarly based on
that we do a front analysis and planning Etc. So it's absolutely
a predictive way of working or developing
that software product. And therefore it's pretty clear
of life cycle water for life cycle. The another type of life cycle that we can talk
about is deductive life cycle. So this is going to be definitely different than
the predictive way of working. So here the detail
scope is defined but that's defined typically
for a particular iteration. Ian now this iteration is nothing but a specific duration
that we are talking about. The duration of iteration
could be anywhere between one to four weeks. So you may Define that in the beginning
of your project itself. So let's say in your project
you all agreed as a team that you would like to have
iteration duration of two weeks. So what you will do essentially
is that in adaptive life cycle, you will Define the scope
of the product that you're building
for that two weeks. So whatever that you think
you could Within two weeks you identify that as a scope
and then you agree to that. So that means you built
those features within two weeks in the iteration
that is agreed upon. And again the next iteration
you will pick up next set up requirements or features. So by this way, you will actually go on building the software now
the advantage over here is that we have got
multiple feedback Cycles Because by the end of every iteration we go back to
the customer and ask, you know, what is good in it. What could be Improved Etc. So that means we get to adapt as per the requirements or as
per the changes that are given by the customers. And therefore this is
change Driven Life Cycle or adapt to life cycle. And this is typically used even
on the agile project as well. Now there is also
a hybrid way of working where and we do a bit
up of front planning and we also respond
to the changes that are coming on the project. So it's a combination
of predictive life cycle. Where in we are doing bit
of planning, maybe four. It is one year project. Then you are doing better
for planning for three months. And then you are also building
iteratively incrementally at the same time. We are showing the demo to
the customer taking feedback and then building
or responding to the changes that are suggested
by the customers in the upcoming iteration. So this way what is
happening essentially is that you are not only doing
The Upfront planning, but also you are responding
to the changes or suggestions given by the customer. So this is truly
a hybrid way of working and therefore it's
a Hybrid life cycle now one of the example of hybrid
life cycle could be framework, you know or disciplined agile
is one of the way wherein it actually covers about bit
of a predictive planning at the same time. We also adapt to the changes
that are shared by the customers so that could be one
of the example of the Frameworks or the life cycle point of view the disciplined
child now moving on to the next to life cycles
first is iterative out of those to the iterative
life cycle again here. Also, as far as the project
scope is concerned we determine the project scope early in
the Project Life Cycle itself. And what typically happens
in iterative lifecycle is that we have these iterations so development happens
within the iterations and then we go and building the product
in chunks small chunks. We pick up a small chunk
of the product we built that in iteration. And again, we move on
to the next iteration again, we build the next
set of features. So this is how we kind of,
you know, go on building. Over the increments
that are produced out of these iteration in a
successive fashion incrementally when we work
in incremental life cycle. What happens is basically again
deliverables here are produced through series of iteration. So in both the cases, you will find one thing
in common is iterations. So iterative life cycle,
we built it in Cycles. However, in incremental
life cycle, we built on the previous chunk or we built on the previous
increment of the product. So, of course,
we'll take an example probably. I think I'll should take
you to this. Sample is very nicely explained the iterative
and incremental way of working and how we combine
these ways of working when we start working
in an agile way. So I came across this blog
and I found this very useful and this block which is written
by Stephen Thompson, and he has nicely explained about iterative and
incremental way of working. So for example, if you have to paint Mona Lisa picture
in an incremental way if you go so typically
what happens in incremental As we just saw we built
it in small chunks. So you just pick
up a small chunk, which is in this case. Let's say just a phase and then you paint it
in this iteration. All right. So if there are three iterations
out of these three iterations you have basically
painted just a phase then on the top of that now
this is my first increment that I produced out of this iteration now
in the second iteration, I am going to build
on that increment and then I'll extend the picture. All right and in Third
iteration I will built on my previous increment that I've created and this is
how I complete the picture. So in the third iteration
I built the remaining part of the picture. So this is how I actually go and building
on the previous increment that I have created
and incrementally I complete if it is a software product
then you just go on building the features or depending on the kind of
product that you're working on. So this is incremental
way of working. Now what happens
in iterations again a front you have decided Added that you will be building this
picture in three two relations. And then one by one you just go on enhancing
in each and every iteration. So maybe in the first iteration
you have just created a high-level architecture and
design in the second iteration. You sort of try to start
working on few features. And then you again
enhance those features As you move ahead
in the third iteration. So in iterative way we
built it cyclically, okay, and then we just go
on of course we go and getting the feedback
and then we go on improving. I found that as well. So that's how within
these three tradition in an iterative way. I could complete
this picture as well. So just by changing
the approach the way you work changes definitely drastically and when you combine
both these approaches then I think this is
the best way I would say because this is what we do
in agile in a child we built incrementally and iteratively and therefore
the biggest Advantage is that at a particular iteration we can also think of deploying
that product in production or maybe we can start using
those features as well. So as you can now see in
incremental and iterative way, we not only are talking
about the features that we would like
to focus pound. But also we are also considering
the high level design and the architecture and then from there I
have started at the same time. I have also built certain features in the first iteration
in the second iteration again, I'm going to built
on the increment that I've created
at the same time. I am also able to prove
my target level architecture. Early during this life cycle, which certainly helps me
which gives me better confidence when I move ahead through this iterations
in the third iteration. If you see actually I'm even
better in terms of my design and architecture overall
at the same time. I could complete
my feature as well suppose if tomorrow I decide to put this just a face paintings then
I should be able to even do that because that is ready. So this is how I go
on just building it in iterative and incremental way
and with continuous feedback. It's going to only help me
in responding to the changes that are coming
through the customers or the stakeholders. So this is how incremental and
iterative way of working helps. So if you see
the predictive life cycle, if you just remove
at this point in time, then rest of this life cycle, you'll find with definitely
use it in an agile way the up to hybrid incremental iterative
and some part of predictable. So we use as I mentioned especially
when we work then hybrid way, so this is about The
development life cycles now, we're moving to the next topic
which is about phase gate. Now. If you see phase gate
what is a phase gate? We typically work in phases. We are talking about a project. Right? So project will happen through various phases
of the project phases. And as a part of the phase gate
what typically happens is that the project performance
is always compared with what's documented
in various project documents. You will come across documents
like business case or project. Under the project
management plan or benefits management plan. And we created
certain things there. We may have put up Milestones
of the project over there or we may have put up half. The benefits would be realized
on this project. Once we deploy it in production. Once my customers started
or start using it. So I need to then compare
the performance of the project with what is mentioned
in these documents. So as a part of the phase, that's what I do typically
and these things actually helps me in taking certain decisions. Which of course take
the example, but for now, what we'll do is that let's take a quick example
of project Charter or project management plan. So you may have put
up there as a part of the project management plan that you would be completing
your requirements Gathering the start date and the end date
and what you will get as an output is requirement
specification document. So this is what you have agreed
as a part of your project management plan under
scope management activities. So when you proceed
working on the Project. We look back and check as a part
of the project performance whether we completed
the requirement phase or not. And when we completed
the requirement phase whether my requirement
specification document has it been created has it
been approved by the stakeholder or not and based
on the overall progress. Then we make certain
decisions like for example, whether to continue
to the next phase so if in case depending upon again
in which phase you're working, so if it is a feasibility phase
that you are at so you just Right some project idea and then you started
working on it and you're doing the feasibility whether can we convert this idea into some product which we
can then sell it in the market. So at the feasibility stage
itself you realize that this can
be materialized maybe because of certain reasons. So then you may decide
to not to continue ahead of it. Right? So these decisions are taken
based on the phase Gates another decision could
be continued to the next phase. So if your idea is going to work if it is feasible
to be implemented then you might just Just work
on a business case and they will just start
working on a project. So you've just decided
that let just continue working on it and let's move on
to the next phase where we actually
create a business case and the benefits management plan
and then the sponsor will create that and then we'll hand it over
to the project manager who will then work
on the project Charter or sometimes this year
could be to end the project. So at the middle
of the project at times if the business objective
itself has changed then at times it could also be I did to end the project then
and there itself. So for example,
there was some regulation you do which we started
working on a project. However, we realize that that regulation
itself is no more now valid and we don't need to now
book on any changes which were triggered as
a part of that regulation or maybe the compliance activity so we could just
end the project then and there itself or we
could just remain in the face and we could extend it. So if you are in requirements, and if you're
behind the schedule or if you're not able to To achieve what you have put up
as a part of the plan. Then you might need
to then extend it or might you agree
to extend that plan as well or you could also repeat
the phase or elements of it. You could extend it. You could repeat it. So these kind of decisions are taken based on the phase
Gates that we agreed and that we have put them
in these documents. These are the project documents and these are
definitely important. So moving on to then the
project management processes. So let's try Understand first what is a process and sure you must have worked
on N number of processes and if you actually see the typical whenever
we work on a process, we always come across there
are some series of activities that are mentioned in a process and we have to perform
those activities one by one and these activities are
interdependent on each other whenever we work on any process there is
always a predefined objective that we try to achieve. So if it is a requirements
Gathering process, there is a predefined. Active that by the end
of this process I should be able to produce a requirement
specification document which will then be analyzed
further in order to create a design of the product
which I'm working on. So there is always
some predefined objective like whenever we even start working on a project
there is some objective that you have on mind. It could be that product service or result as an outcome
that we talked about. So that's a process
you take any process. You would always
find these care. Two sticks of a process. So whenever we work
on any process, we always have few things that we need to really
take into consideration. Like they would always be
some inputs to the process where we work on a process. We need to refer
to some of those inputs. Then we always use certain tools
and certain techniques which actually helps us in working through
that process efficiently and we always have
some outcome, you know, so which is certain outputs that we get at the end
of the process when we Beat that let's take a quick example. For example, you
are working on a process which is the scope management. So as a part of the
scope management process, for example, you would refer
to certain inputs which could be
the project Charter or project management plan or quality management plan or
project lifecycle descriptions that are given
the development approach Etc. All this is given as a part
of your project management plan. You would also refer
to the Enterprise environmental factors and
organizational process assets. So that you can get
ready made templates as part of the OPA or
organizational process assets. So these are the inputs
that I would refer to when I will start working
on the scope management. Now what kind of person
techniques can I use one of the tool and technique that I can start using
is the expert judgment so I can identify those people who have gathered scope or
where worked on the scope before and who are kind of
subject matter expert or who have got good number
of years of experience into that and I I'll try to
take their judgment and I'll try to take
their views on this. I'll try to take
their inputs on this. So the expert judgment
could be a very simple and yet very useful and something which we
can do quickly as well. As a part of the technique. The another thing
that we could do is the alternative analysis so I can always look for what
are the different Alternatives that I have in front of me and then what I could do. All right, the another simple tool I
could use is conducting meetings so I could conduct meetings
with my stakeholders to Find out what are their expectations
out of the product that we are busy and even I could run surveys
I could and questionnaires. So there are so
many different techniques and tools I could use in order
to gather requirements as a part of the scope management and what I would get
by the end of it, what output can I
expect at the end of this process is of course
the scope management plan, so I would have
a scope management plan, which I can refer to in order to understand
the overall approach to the scope Management
in the That I'm working on what I would also get is the
requirements management plan. How am I going to manage
requirements overall? So it could be even requirements
which keeps coming even after we kick start
working on the project. So, how am I going
to manage them? What is the approach
that overall? I have agreed or we have agreed
as a team on this project. So this is just
one quick example. So whenever we come across
a process always remember, you're always find certain
inputs which needs to be used in order to get started
on that process. We'll always need to use
certain tools and techniques which will help
and make our life easier and make that process efficient
at the same time. There is always going to be something that is expected
by the end of that process, which is nothing
but your outputs. So what is that output that I'm expecting
by the end of this process? I should be
knowing that upfront. So that's about process. And of course we are going
to learn more about process as we proceed. We are going to cover
49 processes which are part of the pmbok guide. 6 Edition and as a part
of the examination we should be aware
about all these 14 and processes and what happens
Within These processes, what are the different inputs
outputs tools techniques that we use and at times it
might sound confusing but once you understand the context then you'll be able
to relate it very easy. So from there we are going
to actually move on to a bit of different topic
which is tailoring. Now. This topic has been introduced
as a part of the sixth edition of pmbok guide it. Not there earlier, but and I completely
appreciate the fact that PMI has decided
to put this topic as a part of the sixth edition. The reason is that as a project manager
specially this is very very important. This is where we
get an opportunity through Implement and practice
the Knowledge and Skills that we have learned
over the period of time telling what do we do typically
in this tailoring? So this is the area
where we actually select an appropriate
process tools inputs/outputs. Meek's life cycle based on the kind of project
that I'm working on. So it could also
depend on the kind of project constraints. I will be coming across or kind
of governance expectations on the project the culture right
or for that matter the customers I'm catering
to so project manager is the one who will be ultimately doing this and for that project
manager need to collaborate with multiple stakeholders
in order to ensure that the process is tailored
based on these factors that Just discussed. So every organization will have their own project
management methods to suit them and provide additional
tailoring guidelines for individual projects
and bigger the organization. I have seen
the complexity goes up and specially there is lot
of demand there is a lot of need from the
governance point of view. So if you do not manage or if you do not tell
her your process, well, you might land up
getting into a trouble. So it's very important that you need to alert
the process based on the kind of project that
you're working on. And of constraints that you are handling and kind
of Governors requirement that you would have
on your project. So to give you an example, let's say we were working
on a project where in the complexity
is very very high because there are
multiple stakeholders involved. Not only that they
will stakeholders involved from different different
time zones as well. So we had to use certain tools
which will help us in ensuring that all the stakeholders
are collaborating well because that was
our biggest challenge and hence we started
using a tool. it which is actually
a Confluence and jira and that helped us
in ensuring that even though our team members and the stakeholders
actually are distributed but still we were able
to perform the task smoothly and we had to make use
of also the various tools as I mentioned from jira and Confluence as far as
the collaboration is concerned we have to use of course
the video conferencing movie and you know some of these tools which actually helped us in coming together
during the Eating's and the discussions
at the same time. Even if you are working out of some time zone wherein
there is no overlap happening, but still whatever the activities that you have
completed are always updated so that when the other
person start working the other person would know what all things that person
is supposed to start working on. So this kind of a tailoring
really helped us ensuring that we sell smoothly
even the complexity in the project was bit
on the tight side, especially with respect
to the Tributed themes and distributed stakeholders. This is just a quick example. But as we go ahead
in this training, we have taken some more example
and based on the context. We have actually discussed
out some scenarios as well and what we could use work
could work better Etc. We have discussed as part
of this training as well. So let's move on to what we discussed sometimes
for go about the process. Now, let's understand about
the project management process and its crew so as I mentioned
The project management as far as the PMI is concerned
and the PMP is concerned. So there are
certain process groups that you may have read somewhere or if in case you have already
started reading about ombak. I then probably you
may have already read about these five
different process groups and these are nothing but initiating planning
executing monitoring and controlling and closing. These are the
five process groups that we have as a part
of the pmbok guide and this process group would
Encompass there are almost four. The Mind processes and these are like map to the 14
and processes as I said. So for example initiating would
have two processes planning 24 executing n monitoring and controlling 12 processes and closing has only one process
one important Point here, which we need to really remember and understand is
these are not the phases. Sometimes it seems
as if these are the faces. So for example, we initiate a project
then we do planning and we execute and then
we monitoring control. And we close but remember
that these are not the phases. They are also called as domains
of project management from the PMI or from the pmbok. I point of view, but actually these process
groups will be a part of each and every phase. So for example, if you take a phase let's see
requirement Gathering is a phase so we initiate
requirement Gathering then we do planning about
how are we going to do or how are we going
to gather requirements? Then we execute that means we actually go
and maybe do interviews or We run surveys or we
have focus group exercises Etc. So that execution part of it
and throughout this. We also Monitor and control because we have a requirements
management plan, right or we have
a scope management plan. And then we see how whether we are performing as
per the plan or not. So we have a monitoring and
controlling happening as well. And once we completed then
we close which is nothing but we actually look
for what output. Did we get as a part of the
requirement management process. So maybe you've got
a Fireman specification document you got a requirement
management plan Etc. So then you are good
to close the process. So this is just a quick example, but you must have realized that all these process group
can fit into each of these processes
each of the phases. I mean to say so
these are not phases but these are just the domains and this fits
into various phases of the project apart
from the process groups. We also have knowledge areas. So initially there were nine, but now we have
embarked guide the In fact, the previous
Edition itself added the new knowledge area
which is stakeholder management. So now we've got
ten knowledge areas. So starting with
integration management is one of the biggest in fact amongst
these 10 knowledge areas. Then we have scope Management schedule management
cost management quality management Resource Management
Communications management, risk management procurement
and stakeholder management. So as you can see here
the various processes belong to these knowledge areas and
I'll give you another view which which will also help you
in getting a fear idea about how this knowledge areas and the process groups and the different
processes are fits. And this will gives
us a large picture about the knowledge
areas process groups and the various processes. So as you can see here, these are the process once that you see here
in the column leftmost column is nothing but the different
knowledge areas and the ones that you see at the top are nothing
but the different processes that we have so in Getting
planning executing monitoring and controlling and closing and then there are
these 49 processes. So just to give you one example. So for example
project integration management would cut across all the process groups because
when it comes to integration, we are integrating
the activities that we are performing right
or the processes that we are
performing as a part of these various process groups. That means project integration
management is definitely one of the biggest knowledge areas
then scope management would have mainly planning part. And bit of a monitoring
and controlling as I mentioned schedule management have you
ever will be mostly planning and beautiful monitoring
and controlling but if you see closing
is the smallest one, so it has only
one process in that. All right. So this is how the 49
processes are mapped across this process groups and
the different knowledge areas. So I am sure this
must have given you a fear idea about what will we have
to study as a part of the exam. So as part of the examination
we have to study how these process. Have this technology areas
and 49 processes. They are interlinked and we need to also go
through all of these processes and we need to understand
them one by one as far as this training is concerned. This training is organized
by knowledge areas. So you will find
each and every model in this training is based
on the knowledge area. So we'll be starting
with for example module on integration management, right then we'll be moving on
to scope management likewise. There are various modules
on this training. In which are based
on the knowledge areas. So from there, so we've just saw a bit
on process groups then knowledge areas. Now, let's talk a bit on
processes the various processes that we just saw
there are 49 of them. Now. There are few things
that are just wanted to highlight about them. So you will find these processes which sometimes they're
used only once or at a predefined point kind of in the project example
could be project Charter or close project or phase so if you see the project So once you create
a project Charter in the beginning of the project, then you just keep
on referring to that. You don't have to unless there is impact
you don't modify it. But of course you
go on modifying it if in case there is an impact, but once you have it you have it
for the whole project and that is something which kind of empowers you as
a project manager and bolts to gives you
an authority to use all the resources that are required
on the project now similarly, even the crows project if you see there is
only one process. That's it. So it Just used
during the last phase which is nothing
but closing similarly. You will find there
are certain processes, which are
performed periodically. One of the example
could be acquiring resources now resources are required
on the project throughout. So whenever we
acquire resources, we need to refer to this process or for that matter
conduct procurement. We need to work on conduct
procurement activities as and when we need to engage
for example vendors or as and when we need
to procure certain machineries, or You to buy some licenses
from some Williams or some vendors. So that means we need
to keep on performing procurement related activities
throughout the project. So these are periodically
performed processes on the other hand. There are certain processes which are to be performed
on a continuous basis throughout the project
like define activities. So you'll find we need to keep
on defining activities as a part of each and every process
you'll always have activities because if you see
process process will have different activities
which are Link so that's one example. Another one is monitoring and controlling activities again
these activities you will find if I just go back here and you'll find monitoring
and controlling activities are part of almost
all the knowledge areas. So these activities
will need to be performed on a continuous basis. So this is a bit
on the processes that we're going to cover
as part of this training. Anyways, all right from there. We are going to move
on to project management data and information because while working on Project you will be
gathering lots of data. See you should be knowing
you should have some strategy in place in terms of how are you
going to deal with that data? What kind of information
what kind of metric should I be preparing? So let's take a look at this. How does this work? Most of the times I have seen that on Project unless you
are a very small company. There is always some p.m. Is that is used which is project
management information system. It could be for example, the one that you may be using
already from Microsoft, which is MS. Act or it could be
from CA Technologies Clarity. So whichever the tool that you are using or it
could be simply excel-based p.m. Is tool that you are using
currently in your project. So whichever the tool
that you are using typically what happens all the work
performance related data, it's captured as
a part of the tool. So right from
the planning activities to executing the activities and capturing the actuals and
maybe completion of tasks Etc. All this information
is captured. This tool which is p.m. Is to whatever the tool that you're using actually now
based on that data will have to actually come up with the
work performance information. And that what what's
typically done is that the data is collected from
various controlling processes. It's analyzed context and it's integrated based on
the relationships across areas. So you'll find
that data is gathered. Let's say from cost point of
view from schedule point of view if I have to give you
a quick two examples. So, how are we doing? Doing in terms of cost. How are we doing
in terms of schedule? So we also take
into consideration the cost performance index
schedule performance index. So are we ahead of the schedule or are we behind the schedule
are we overspending or are we under spending? So typically all this information is kind
of analyzed based on the data that is gathered and then we create different
work performance reports. These reports are then
shared with the team with the stakeholders. Now these reports there are
certain standard report formats. Also again, the reports
will have information about against the
project management plan. How are we performing? So that's what typically the
report information would have. So again from the scale point
of view from the cost point of view from the scope point
of view risk Etc. So all these constraints
typically we need to represent in a very concise
and succinct manner in report, which is then shared
with the team as well as with the mechanical. Management now if you see
this particular diagram, you will find that we gather all the data
through the PM is then we work on the performance
information rights, which I gave us a few examples
and then we create reports these reports are then
shared with the team. All right with team members
as well as the stakeholders through the project
communication management. Now whenever there
is any project change that is introduced. It goes through the
project Change Control. Now the project is change
whatever the change that is incorporated. rated at any point in time in Project either it
is approved or rejected so if the change is approved
again it will go back to executing process
and the same thing will happen and all this information
is again shared with the team member
and the stakeholders so this is what typically happens
with respect to data and information on the project because it is lots of data
there is lots of information that's available and we
need to analyze it we need to ensure that we
are making use of it effectively and we are communicating it to the right people
at the right time and most importantly
currently we are also taking certain decisions in order to take some preventive
and corrective actions so that's the most important
thing from the data point of view from there we
are now going to talk about project management
documents now especially from the business side you
will find couple of documents as I mentioned earlier as
well the project business case and the project
benefits management plan these couple of documents which are developed by the sponsor and where the
project managers responsibility will come into picture
Is aligning project plan or business case or
Benefit Management plan tractor, even for that matter
the project success measures organizational goal and most
importantly tailored some of these documents. So as to align to the program
business case and that's where the project manager
come into picture in order to establish
that overall alignment to the business case because ultimately
that business case and the benefit management plan
is the most important document. And from the business
point of view, so whatever the activities
that are performed on the project needs
to be aligned to that so that in turn it
will help you achieve the ultimate objective
of the business and that's where the project manager
come into picture. Now, we'll also take a look
at the interrelationships of how the need is assessed and some of the critical
business project documents. Now, this is important from a high-level point
of view as a project manager. Sometimes I have seen that not everybody has this view
but Good to have this view. So as I mentioned
some need assessment may have done based on which
business case gets triggered and then business
management plan is created. So if you take a simple example, let's say you are working
in some service line or some line of business and suddenly you
decide strategically that you want to move digital. Okay. So there is some need assessment that must have done
that all the competitors. They are digital
and it's important that we also need to move
on the digital platform. So that's A needs assessment that is done then You
create a business case. So if you have to move digital, what kind of a business is
how much what are the options? What are the various
Alternatives that are available? And what is the best possible
alternative and what kind of benefits would we get? Once we implement the solution that we have chosen
can be then captured as part of the benefit management plan. So once this is agreed
at a business side, then these two documents are
prepared by business sponsor. The sponsor will work
on the business case and the benefit management plan and Give it
to the project manager. The project Charter
is also prepared and given it to
the project manager because then project
manager is authorized to use different resources
on the project at the same time. He is then formally
engaged on the project. So actual project activities
will kick start from Once the project Charter is
in place on words. So before that whatever
the activities that happen are basically categorized under
the project work activities. So right from
that idea generation or submit assessment
to coming up The business case or for that matter then writing
business Benefit Plan Etc. All these are nothing
but the pre-project work. Now these three Project
work is important because ultimately this is
the one that will trigger the project and then once we have a project
Charter in place, then we kick start
the project activities. So then you will come across
various the preparation part of the project. So you would also work on the
project management plan based on the project Charter and then
you would typically carry out your execution of the Project
management plan activities and once you complete
all the phases, then you will close it. So this is how typically some
of the key documents would fall in through these various phases and through this
Project Life Cycle. Now, what we'll do is
as an example, we will take some of these documents and we'll
just try to learn about them. What all these documents
usually contains. So starting with
the project business case. So if you see
project business case, what would it have? Of course, I'm going to show
you the actual business case. So that you will
get a fair idea. Now then moving on
to the project business case. So this is what we
were talking about. So business case will typically
have again need assessment which we just refer to there are
various evaluations criteria. It would have even some pre
Project work activities. Most importantly is
project success how it's going to be measured at the same time. How can we maintain it
throughout the project? And of course
the recommendations go /no-go various business need what are
the various problem areas? Why this project? Good or would need
to be triggered. Ultimately what are some
of the goals or root causes Etc and recommendations X. So the best thing
that I'm going to do is that I would rather take you through very quickly
the business case itself so that you would get
to know exactly what all things are covered
as part of the business case. So this is just the example of the business case
for some project and I'm just going
to read through this not everything of course, but only the key thing
so that you can understand and you can relate to
what We just spoke about the business case
the key points. So talking about
executive summary. So for this business case,
so for example, this business is outlines how the way platform project will address current
business concerns the benefits of the project recommendations and justification of the project the business
case also discusses detailed project goal
formance measure assumptions constraints alternative options. So that means I come to know that this project is
about web platform project. So what was the issue? The business was facing due to
which this project is initiated because of an expanding client
base Smith Consulting has moved to a decentralized business
model over the last two years as we continue to support
more clients in more locations. The administration of our Workforce has become
more difficult until how many of our internal requirements
such as reporting payroll activities Resources
management have been done via agency Legacy
Mainframe systems. So in a way this
gives us an idea. Idea about why
this project was initiated. So basically they were a lot
of decentralized activities that are performed. But now they want
to do centralized it. Obviously there is
a cost benefit as well. So what are the
anticipated outcomes moving to a centralized web-based
administer the platform which will not only
give ease of operation but also will save cost
what are the recommendations? Of course, there
are various options and Alternatives were analyzed
to determine the best way to leverage technology
to improve the business process and reduce the Of cost within Smith Consulting
the approach described here allows us to meet
our corporate objectives of continuously
improving efficiency. This is very important. What is objective ultimately. All right objective here
at a corporate level in this case Smith Consulting
has this objective of improving efficiency reduce cost and capitalize on technology. So there is some technology
already in place. So can we capitalize
on that technology and achieve some
of these business objectives? So I'm sure this must have given
When you zest of idea about the problem area why
this particular project is initiated Smith consulting's
overall objective and how this is aligned
to that justification, the migration of payroll and
other administrative function from the Legacy mainframe system to the web-based platform will result in Greater
efficiency with regards to company resources
and business process. So here we are talking
about mainly efficiency. And if you see you
must have noticed here this particular project. Straightaway aligning to the organizational
goals and objectives. So in this case, one of the goal is
of course efficiency gains and cost saving and this project of moving on to the web-based platform
is completely aligning to that another important thing that here we need
to really focus on is the what exactly are we expecting? What kind of benefits
are we expecting? So here very objectively it is
mentioned 15 percent reduction in over it cost
in the first 12 months. That's 10 percent decrease
in employee turnover in the first 12 months
50% immediate decrease in time to generate weekly and
monthly Financial reports Etc. So very objectively we need
to capture this data so that we can start measuring it. So this would also then be a part of my business
benefits management plan when we'll talk about it. Then I'm sure you'll be able
to relate to this as well business case analysis team. So who are going
to be involved then what is the problem statement? I'm sure now we are clear
with that and high-level. What will be
the Conditional impact. So for example, this is another area
which will give us an idea about with this project. What kind of changes
would happen what kind of impact it would create
on technology on people on structure Etc. So let's take a quick
example here WP project will impact Smith Consulting
in several ways. The following provides
a high-level explanations of how the organization tools
processes rules responsibilities will be affected as a result
of WP project implementation. Okay. So for example process with the WPA project
comes more efficient and streamlined administrative
and payroll process. This improved efficiency will
lessen the burden on managers and provide autonomy to
employees in managing their administrative and payroll
tasks and actions. So that means there is a change
in process earlier. This was done by the managers. Now, it's going to be done
by the employees themselves. So there is an impact
clear-cut on the process the so just one example is going
to be impact on roles and responsibilities
even technology Point of View Hardware software Etc that have the technology
migration will be done. So Put the overall approach
what phases we would follow what is overall
project overview again, you will put that description
Etc and most importantly again the cost what kind
of cost your project would incur and even from
the performance point of view. This is another area
where I would like to just spend a few seconds. So this talks about some
of the key resources like reporting time shoots
software and system maintenance and staff resources. So this is where
the performance enhancements will come into picture. And so these are
the areas areas of focus that the team has identified
what kind of assumptions now as I'm Shinzo and constraint we need to also highlight very
clearly assumption is all staff and employees will be trained accordingly in their respective
data entry time sheets and Reporting tasks because this involves employee
performing these activities which were performed
earlier by the managers. So that means we need
to train the employees. So the assumption is that training would happen
on the platform that is being created project
constraint will be Are limited it resources available to
support developing project and other ongoing
it initiatives. So that means there is
a very clear-cut impact on the resources which could hit the another constrain
could be caused or could be, you know quality if it's not managed effectively
then project Milestones. What are the Milestones again? You can mention about
the various phases completion of these phases and maybe some of the key outputs
that were expecting. What is the Strategic alignment? We already covered this. So this project is strategically
aligned in terms of as you can see here improve the
record-keeping new technology. So gain from
technology point of view and from even the workforce
retention Pond of you cost-benefit analysis
of the solution is done and you have to recommend
the best solution so it could be migration
on to the new platform so by or built it in house, whatever the option
that you decide Etc. Okay. So this was just one example
of the business case now, there is also a business Benefit
Management plan now again, I would like to relate
it to the business. And some of the pointers that were given
in the business case, we can certainly relate even this to but you may use
whichever the template that is available
in your company because every company
would have their own. Oh PS as I mentioned earlier
organizational process assets. So one of the things
under Opa is the organizational standard templates for
benefit management plan. One thing that we need
to remember under this is even though you create
plan well in advance, but The benefits
will start coming once your product is introduced
in the market or once it is live and used by the users Etc. That means the real Benefit
Management plan will be active. First of all, even though the project
is completed still the plan will be active because once the project
is live the product is life or it's in the market, you will start measuring
the benefits and start comparing the performance against what's captured
as a part of this plan. So what typically it
would contain it would contain I'll get benefits. So what are the benefits
that I mentioned for example, 20 percent cost reduction
by the first 12 month or employee staff reduction
of 15% in the first two years. Excetera. What is the Strategic alignment? In this case? We just saw
the Strategic alignment to the cost saving benefit
or efficiency gain time frame. So what are the timeframe? So again, very clear. It was mentioned within 12 months
within two years being 3 Etc, which is a benefit owners. So for each of these benefits
that were mentioned, so we need to identify who is going
to owe this benefits and how those those
will be then tracked. So what is a metric track
those benefits again within that also we can mention if you come
across any assumptions or risks likewise, you can create this plan and
the project manager will ensure that the project activities are
also aligned towards this plan. Alright, so these were
the two documents mainly from the business side now once these documents
are in place, then project sponsor will hand over the project
Charter to the project manager. So project Charter
will typically include your High-level scope items the background the context
behind why this project is initiated bit on a business case Etc
who is a sponsor who are some
of the key stakeholders. What are the phases that are involved on the project Etc some of
that information including what is acceptance criteria apart from that
you would also have in the project Charter things
like what is my start date and the end date for each
of the key Milestones that have agreed to or with
the stakeholders Etc. Then who are
My Signing authorities who is going to give? Give me sign off on some
of the key Milestones when I go on achieving them
then a bit on you know, cost whatever is mentioned
as part of the business case, but stay tuned. I'm going to show
the project Charter example the actual project Charter as
part of this training and I'm sure you will be able
to then relate it to the project Charter better and that example
is definitely good. That's the pressure
of the actual project. Then project management plan
is another document which I'm going to show you which actually contains
various subsidy management plans like scope management. Risk management quality
management part from that. How are we going to manage
these schedule stakeholders, etc, etc. So the project management plan is nothing but the I
would say it's comprises of all the different
subsidy management plans, which I just now mentioned. So in short this will also have
how the project is executed how it is monitored
and controlled Etc. So all that is going
to be a part of your project management plan. Now how the Project's success is
going to be measured ultimately because Cuz you're
doing that project so that you will get
some benefit out of it. Now. How are you going to measure
those benefits there are various ways
which we can use. So one of the way could be
the project success could be measured if you complete the project within constraints like you
achieved all the scope or you completed
project within schedule or within the given budget or
whatever the quality parameters that are agreed
with the stakeholders or you optimally use
the resources on the project or you manage risk effect. So that means one of the way
to measure the success of the project is how well did you perform on some
of this project constraints? And if in fact I did mention that earlier as well
if I have to measure how successful is
the project manager or what is the performance
of the project manager? How do I measure that one of the ways
through which I'll measure it is how well the project
manager is managing this project constraints. So one of the ways through which we can measure
the project success is is whether I'm able to deliver the project
whatever the commitments that I have made to
my clients or customer whether I have delivered those
within the budget schedule at minimal risks, okay and issues, etc, etc. So that is one way of doing it. The other way of doing it is of course achievement of the
project objectives in itself. So for example, the project objective is
it could be some benefits that we are committing to so benefit would come
once that project or product whatever the outcome of Project we talked
about either product or service or some result. Once that product is
out in the market. The benefits will start coming
by selling that product or ones that service is out
in the market that service will enhance
the customer satisfaction. So that's objective with which we started
working on the project. So it could be Financial. It could be non-financial for example, achieving
better customer satisfaction could be non-financial because it's difficult
to really measure. It not be a hundred
percent tangible. Really. I mean there are ways
through which we try to quantify but It's not fully tangible. Also, if we move
to the desired State, maybe you're working
on a change project. And then you are let's say
you had a traditional mindset and then you are moving from
that to the agile mind says no to the mindset of responding to the changes
which customer is demanding so that we can perform
better in the market. So if that was a project and then if you achieve
that objective then that is your success
or contract fulfillment. Okay, so you are obliged
to some Track to the government. Sometimes that there are
commitments which are made to the government's that out of the findings
could be non-compliance issues or whatever depending
on the scenario that you are in and then you initiated
at project as a result of that and you could achieve
the benefit such that your now confident that you have started complying
to those non-compliance things that you have identified. Okay apart from that. There are also other things that are mentioned
in terms of quality or all that project could be governance compliance that
project is initiated as a result of some Regulatory
Compliance activities and then you
successfully completed that and it was done
well with in time so that now you
don't have to pay a fine. Okay, so whatever the fines or regulatory fines that we
talked about you have avoided that so that's a cost avoidance
which is one of the objective that you achieve what is defined
by the stakeholder? So sometimes as I mentioned
in the project Charter we also put what is
the acceptance criteria? For this project. So when this project
would be successfully completed. So what's the success criteria
is being agreed between you and the business and have you
decided to measure it. So all this you mention anyways, as a part of the project
Charter itself and what can be the impact
if you don't do that. So whatever is defined against
that you could measure it. Another thing is how to link
to the organizational strategy and business results. So as we took this example of the wp Smith consulting's
project that we were talking about DWP platform, so in that case that project
was completely aligned to the organizational objectives
of achieving the cost reduction or gaining efficiency or for that matter
the employee retention Etc. So even that is
another success criteria of the project continues
business alignment. Okay is definitely
the most important thing. So I have seen that many times whenever we talk about
the project success measurement. We always revolve
around scope cost and time, but it's definitely
beyond all that. We need to also factor in a lot
of other things that we just mentioned over here
in today's tutorial. We are going to talk
about some of the basic aspects about the project management. I'm sure you
must have few questions. Like what is a project. What is project management? What are some of the advantages
of project management? What skills are required for project manager project
management phases project? Knowledge areas and processes and of course some
of the p.m. Methodologies. So in today's session, we're going to talk about all
these agenda items one by one. What is a project? I'm sure you'll agree
and you must have read it that project is nothing
but a temporary ND were that we have undertaken or that we undertake
in order to achieve output and that particular output is
nothing but a product or a service or we get
some result by the end of that. Chipped so project
will definitely have a fixed time lines. So whenever you
undertake any project, you will have a fixed start date
and a fix ended. I still remember during my early experience
into project management. I was working on a market
research project for one of the pharmaceutical companies. So the project was conducted
in a particular region and with the course team of people going into the market
collecting the data, so that project was spread
across four six. A month so it had a start date
and ended and of course, it had a predefined objective. So project always have
some timelines associated with it apart from that project will always consume
certain resources. Now when we talk about resources on Project the project
will consume resources not just about the human resources
that we talk about here, but also the other material
resources or for that matter any other resources that are associated
It the project it could be even
for that matter the money. It could be the human resources. It could be material resources
depending upon the type of project the kind of project
that you're working on. The resources will be involved. For example, in this case
on our project. Of course, we've had a team
of six people working on the market research project. So definitely material resources
were involved as well as the human resources
were involved apart from that. There was also involvement. Out of the money so budget was associated with for those six people to travel
across multiple locations within the region and reach out to different target audience
in order to gather the data. So that is just one small example project
also uses certain tools because project involves n number of activities in order
to perform those activities. It's important for us to use
certain tools at times. It depends on the complexity
of the project as well. As the presence
of the team across regions, if you have team members
spread across regions, then it's also very
very important for us to use certain tools which will help
us in collaboration of these team members. So there are certain
special tools and techniques that are required
to be used on the project if the project is small if the team is small even I
have seen projects are performed by using simple tool
like Microsoft Excel or for that matter. Can also use certain templates
can be created even on the Microsoft Word and of course we
can use email as one of the media to communicate
apart from of course, the most important
communication should be the verbal communication. So we need to use
definitely certain tools. But if we talk
about a complex project, then definitely a lot of things
needs to be also involved into executing a complex project because number of activities
will be more number of stakeholders will be more and that project could be
a Of some program in turn some portfolio and it is strategically aligned
to the organizational objective. So considering that
it's important then use the relevant Tools
in order to be more effective and more efficient as well. Obviously when you
will execute the project you will always have team
of people working with you. Now, when we talk about team
of people working on a project we talk about a team which is truly
a cross-functional team. I don't expect only people From the same function to be
a part of the project obviously, like if you're working
on an IT project and you're forming
a team, obviously, you would need people who can perform various
activities as a part of that project. So you will have people
who can do the analysis who can work on requirements. You can do the system analysis. You can do coding
testing deployment. So all these functions
needs to be integrated and then we need to form a team
which is truly a diverse team. Is truly a cross-functional team which will help
you in fulfilling and completing all
the project activities. Whatever is relevant based on the kind of project
that you're working on. So definitely to summarize
if you talk about a project as I mentioned project
will always have certain timelines start date and end date project will consume resources material
resources human resources, and the other resources project
will use certain tools depending on the complexity
of the project. And number of people involved and obviously project
is executed with team of people and even
with different stakeholders. So if you talk about projects, why do project get
started and I'm sure that was the question which was I can see here in
the question panel put up by Ram that what are some
of the reasons in order to initiate
any project activity, or why should we be initiating
any project activity? So thanks Ram. In fact for
asking that question. So let's I understand some
of these reasons one reason could be demand in Market as I give you example
of the market research project. So it could be decided that a certain
to analyze the demand in a particular market. And once you analyze the demand
in a particular market, then you would launch a product. So the example that I
was scooting was basically a market research project that was undertaken
for a pharmaceutical company so that they can launch
a pharmaceutical product into the market. So team of people was basically
working in that region in order to ascertain in order to analyze the demand for a particular
pharmaceutical product. And once there is a demand then
obviously you would go ahead and launch that product
into that market. So project could get
initiated as a result of demand in the market. Sometimes you would
manufacture certain products because the demand for that product
is increasing in the market, for example, it could be the
in Market you may have come across the cars which are more affordable in the range of anywhere
between two to five lakhs. So certainly you will find that the market for such cars
is rising reason is obviously the demand
for these small Vehicles. These hatchback Vehicles is
certainly increasing as a result of which you may undertake
a project to manufacture or to come up with or to launch
a new car all together in the market it could It'd be
a strategic opportunity as well. So you could strategically
decide at a company level. You may be working
in a healthcare sector and now you want to expand
into pharmaceutical sector and launch certain
pharmaceutical products in the market. So you could seek that as an strategic opportunity
as well and put money and obviously then
you would convert that resource into something which is tangible and you will tap
that opportunity in the market. So you are basically entering. Into a completely new line of business and that was
the Strategic decision that you have taken. It could be due
to the customer requirements. Typically you will find
in IT projects. Once you launch
a certain applications and once customers start
using that applications, you will get a lot of requests
in order to enhance that application based
on the current usage and then you undertake
enhancement projects and those enhancement projects
are essentially conducted or essentially completed or done so that we can
incorporate those features which have come as a result
of customer requirements. So those are
like additional requirements that customer would like to see
in the current product products are also undertaken if there is any change
in technology or if there is an advancement
in the technology and you may have seen it a lot
like typically in IT project. I have seen teams this changing
the entire technical landscape from One technology architecture to the other technology
architecture maybe because then it becomes much more easy to maintain
it becomes easy to scale. It becomes easy to stabilize. Like I have seen many projects
are moving on to cloud based platform or projects
using the analytics or projects which are undertaken so that they can move
to the new technology which is more intuitive to use
so technology advancement could be all also another reason
why projects are undertaken or it could be
legal requirement. I worked on many projects
which were initiated as a result of the legal requirement
compliance requirement. Like there was a project
we were basically working on certain reports
to be furnished as a bank to the regulators and those reports
needs to be furnished every year every six month
every month every quarter. So the project was initiated in
order to create an application through which we can gather. All the data from
the input systems and analyze the data create
the reports and then submit it to The Regulators. So project could be also
initiated as a result of some legal requirements. These are some of the reasons
definitely why do we initiate the projects
now why project ends as we discussed earlier
in the previous slide that projects will always have
a start date and end it so why would project end certainly
couple of reasons you would find and here one is of course
project objectives are achieved. So for example, if I have undertaken
that project for some legal requirement now, I have completed
that project its launch and that legal requirement
was only for one time or maybe twice in a year
and now it's no more required. So that means that particular
projects objective is achieved now we can end that project
or objective won't be or can be met. Sometimes I have seen
projects are initiated, but they Like scrapped in the middle itself because
those are no more required. The objective is sort of may be
challenged by the organization. It could be obsolete. It's no more required. You could come across such
a scenarios as well. I came across very
big program wherein it was aspirational program
in one of the big and a complex organization. The idea was to integrate
many applications together and see everything
at one place it started but at the scale
of the program was so high that it couldn't sustain longer and that whole program
had to be stopped. So even though we started
with some Vision, but we couldn't achieve
that and precisely due to which we had to really
stop working on the programs. You will find you will come
across such a reasons. Why sometimes we need
to just stop working on a particular project
the another confusion that people might have is
to understand the difference between project and some
of the operation DVDs, let's quickly take a look
at the difference between projects and operations. So some of these things
we have already covered like projects are temporary. It has a start date it has ended
so it's a temporary Endeavor, which is undertaken as I mentioned in order
to produce some product result or to provide
some service projects have defined started and ended that's another thing which we already spoke about
tasks are unique to a project so every project Come
that we get is a unique. So when you undertake
a project you are basically creating an outcome, which is a unique
product unique service or some unique result that you're producing by the end
of the project project is also undertaken in order
to have achieved a unique goal. So there should be
some unique goal, which is actually drafted
in the beginning of project. It's predefined as I mentioned the goal could be
to identify the potential in Market goal could be
to fulfill the Clients or a regulatory requirement of a bank for which you
have undertaken a project. So you will always have
some predefined goal and then you undertake Project
based on the goal. So these are typical
characteristic of a project. So when we undertake
a project you will definitely be able to relate some
of these characteristics to those projects. However, if you look
at the operation activities, they are completely different
the operation activities are more routine in nature. Those are more ongoing
activities and the assesses that needs to be performed and mostly they are repetitive
their cyclical you'll have to perform those activities
maybe every week or every month or you know, every year sort of that. Those are cyclical activities and the whole
objective of undertaking or doing the operational
activities is to sustain in the market is
to sustain the business. Let's take a quick example. You are working
on it application or it product now you have created the product and you
launched it in the market. Once you launch
in the market people start using it customers are start using it and then you have to also kick
off the operations activities so that you can start
supporting the product which is being used
by your customers. And then your operation
activities will begin when customers start
using the product. I'm sure they might come
across certain incidences, you know, you might come
across certain issues. They might come
across certain problems while using the product then
they will raise those problems those shoes as an incident and it will be assigned
to you to the operations team and then it's investigated
and then it's fixed. So those are like operation
related activities which are going to be
part of the product. Once the product is launched. Then the operation activities will begin have your project
activities will stop once you accomplish
a project to launch that it product. So then project is ended what will start is
the operation activities so key here is to make sure Sure that there is a proper hand over
between the project activities and the operation activities. And therefore you will find that the operations team work
very very closely towards the end of the project. Not only that
these days we ensure that the operation activities
or operation team members or operation team
is involved very early in the project activity itself so that they would know
what project are we working on? And what product
are we creating? So both activities
are certainly important? Portent project as
well as operations, but they certainly differ
in terms of why they are performed as well as
the certain characteristics that they possess from there. Let's move on
to project management. I'm sure you
must have questions. What is project management? We saw what is Project we saw
the difference between project and operations project
management is nothing but application of
the processes methods. it skills your experience
to achieve objective of unique project
whatever the project that you're working on so once you start applying that knowledge then that
particular process is called as project management so
possessing that knowledge is not certainly enough
you mean PMP certified or you may be aspiring
to become a PMP certified or for that matter you
may have experience of 10 years or 15 years and you have gained
quite a lot of knowledge over the period of time but if you are not applying that knowledge then
it's of non-use and that's where the project
management comes into picture because it gives you some framework in order to apply
that knowledge effectively and that will then gives
us a lot of benefits which we are going
to talk about very soon so it helps in properly
carrying out all processes that are involved starting from the conception
till the completion of project any project
when you undertake if you are developing
a product For the market and you are undertaking
a project to manufacture that product or to come up
with that new product there obviously will have
to conceptualize the idea. So you may be doing
your hypothesis testing. You may be doing
your idea Generations. You may be doing
your finalization of the ideas. So you are
basically conceptualizing about that product. You're trying to come up
with some Concepts some idea. So from there till the time you complete the project
successfully all these gametes. Of activities are carried
out with n number of processes and this requires you to know about how to perform
project management. And then once you
start understanding that and once you start
applying that knowledge, then that whole thing will then
becomes a project management. There are six pieces
of project management. I'm sure you may be aware that we also say
the six PS of presentation. So similarly, there are
six piece of project management. So proper planning. Events Port project performance
made a few will agree with me. That planning is one of the most
important stage in Project. Now planning could be done a
front the whole project planning could be done afferent or it could also be done in adaptive fashion
planning is also done in a rolling Wave fashion. So there are different ways
to do the planning definitely traditionally people used
to do planning afferent and they used to try
to stick to their plan but these days with agile
and With lot of changes that happen on the project. It makes all the more sense for us to do
the Adaptive planning. So we have to do
adaptive planning and we have to do
a friend planning as well. So that proper mix of it is
certainly very very important but many times I have seen that people mentioning
that planning is a waste of time but trust me when you do
the planning properly, you will actually save time when you go ahead
with your project. So make sure that you have a proper plan
in place and all the stakeholders are That plan
it's very well communicated. It's thoroughly revealed and it's approved by the sponsor
and the key stakeholders and I'm sure that will certainly help you in
preventing the poor performance because once you have a plan, then you will be able
to do the monitoring and controlling active
this effectively, but if you don't
have a plan then what are you going
to monitor on the project? So it's very important and crucial for any project
manager to make sure that there Is a plan
available on project that the person is working
on let's move ahead and talk about the other aspect
on the project. So many times you'll find that you must have heard
about this word constraint a lot on project. So traditionally we should talk
about these four constraints. It started with triple
constraint and we talked about now the four constraints but I actually add
a few more let's talk about what are those bit later, but for now, let's talk
about Is four constraints that you see here now, what is the constraint
constraint is nothing, but if you change one thing
at least one other thing will get affected. So for example time, so as we saw just now
that project has a fixed started and a fix ended so there is
some duration through which we execute that project. But what about the duration
if it gets affected if the duration has
been reduced suddenly what will happen if there is change in time or schedule obviously
at least one other? Constrain of the project
will get affected if cost might go up because you have to put
more people or your quality will get affected because now we have
less time to deliver more or you will not be able
to complete all the scoop which is being agreed
with your customer. So constrain is nothing
but if one constraint changed then at least
one other will get affected. So we started with this four constraints
triple constraints initially and then we have added
one more so time scope and cost was there
with Added quality as well. But if you actually see
there are few other constraints as well on the project, which we should be aware
about and that's nothing but the expectations so if you see the project
management Diamond, so we started with triple
constraints on project and now we talk about diamond and I would also prefer
to add few more here. So what are the things could be
risk risk is also a constraint. So for example, if your budget is reduced
and the scoop items are the same they're
obviously risk will go up. Up because you will not have
the budget left to take care of the risk on project. So risk is another constraint
that we talk about apart from that resource
is also constrained. If you don't get
enough resources to work on Project then obviously you
may not be able to complete all the scoop item or you may not be able
to work efficiently in order to achieve
your project within schedule. So resource could be
another constraint as well. We can look at so it's
time cost quality scope. Horse risk and I also look
at customer satisfaction as one of the constrain as well
because customer satisfaction is not achieved. If you will not be able to
deliver project within schedule and within budget, so it's very important
for us to also make sure that we achieve
the customer satisfaction. So if any of these constraints
are not achieved then obviously your customers will not be happy and therefore it's
important to also look at customer satisfaction as one
of the constraints. So if you ask me how effective is
the project manager, I would judge I would rather see how effectively the project
manager is managing the constraints of the project and based on which
the effectiveness of the project manager
would easily be in the mind. All right. So with this now, let's move on to advantages
of the project management. There are certain advantages
of the project management and we'll talk. Some of the advantages to begin with when you will do
the project management in a proper way that proper planning are following the proper
phases by following proper processes Etc. You will certainly
get these advantages. The first one
is better efficiency when you will work by using the proper framework
of the project you will be able to produce the outcome
with better efficiency. That means you know how to effectively use Use
the resources of the project and how to optimally utilize those resources
in order to get better outcome and more outcome. That means you are efficiency
will certainly go up because you have done the proper
planning you have planned for the resource utilization
properly and that is what is covered as a part
of the project management. So project management
will in turn help you in enhancing efficiency. If it is a construction project and if you're utilizing
certain machineries, and if you do not have plan in place to utilize
those missionaries when and how and how much they're obviously will
not be able to optimally utilize that but you will be able
to utilize those machineries and have a better efficiency
on the project provided that you have
a better plan and provided that you are executing it
effectively and you know how this whole project
management activities works so certainly better
project management will help in better efficiency
gain as well it will help improve customer
satisfaction need place to say as I mentioned just now that if you are able to manage
the project constraints effectively imagine if I am a project manager and if I managed everything
effectively in terms of the scope of project at delivered what my customer
was looking for at delivered that within the
schedule and deliver that within the scope
the quality was not compromised that was my customer got what he
or she was looking for so if I managed all
these constraints effectively then obviously they will be
a Customer satisfaction as well. Ultimately customers
will be happy when they get what they're looking
for and when they get that within time within budget and the risks are effectively
managed on the projects as well. They will be enhanced
efficacy as well. So efficacy we talk about Effectiveness
when you are applying the project management
principles and processes. I'm sure you'll be able to work
effectively on the project. So Effectiveness is what
you will be able to enhance by having the the better
project management application of knowledge skills
processes principles Etc. So if you talk about
Effectiveness, you know, what exactly does
that mean to you? So whatever you're doing
you will be able to do that effectively on the project because you know how to do that because you have
a framework with you because you have created a plan because you know how to
for example monitor budget. So your Effectiveness
will be better when you have created
a proper plan and you have also To be able
to monitor your budget properly you're using certain tools for that and you are tracking
the actual expenses. You're also using certain tools. Like for example, the cost performance index the
schedule performance index Etc. In order to take preventive and the corrective
decisions based on how your indexes are performing. So obviously your effectiveness of executing the project
will also go up better Teamwork because you have a framework
in place you will be able to mobilize it. Resources effectively and we'll be able to achieve
what's the goal of the project because what will happen
as a result of having a everything documented
you'll be able to align the goal of each and every team member
to the ultimate goal of the project. So if the goal of the project
is to manufacture a car which is costing less
than a lakh rupees then obviously we'll be able
to align the goal of each and every team member
working on that project to that ultimate vision
and the goal that Have seen for yourself. So you'll have a better
team teamwork as well greater competitive Advantage. So the biggest Advantage with
effective project management is that you will be able to produce what you have producing much
earlier than your competition because you are controlling
your activities well, and that will certainly
give you a Competitive Edge and if you go to the market
early obviously will be able to tap market early if you take example
of let's say research and Current projects and I have seen research
and development projects. They goes year-on-year. They are very
long duration projects. But the key is how can we complete
that project early by effectively using
project management practices and launch that product as
a less possible in the market so that you can reap
on the benefit of being early in the market. So for that obviously project management practices
will help us service expansion. You will be able to expand
your services into various areas as well buy it. To project management
increased flexibility what will happen
by better planning will be able to also have
proper buffers in place. You'll be able to also
bring in that flexibility in the plan in place so that if there is
any change will be able to accommodate that change so you can offer that better
flexibility to your customers by doing the better project
management risk management will be done much
much better way because you will have
a risk register. You'll have risk owners. You have done
the qualitative risk analysis. Quantitative risk analysis, you are able to
prioritize the risk, you're able to calculate
the monetary value of the risk and Associate the budgets if required to the risk
will be able to decide the risk response strategies when to transfer the risk
when to avoid risk when to accept it etcetera. So you'll be able to do
risk management effectively quality will be enhanced
it will be improved. So when you will do
project management obviously the outcome They're producing
whatever the product result or that process that you're producing
will be able to deliver what your customer is looking
for most importantly to be fit for the purpose. Whatever the purpose for which
you have designed or you are creating that outcome. I'm sure it will be
definitely be able to meet the quality expectation
of the customers. So from there,
we now move on to the next. Next important part which is understanding
what skills are required for project manager if project managers will have
to effectively implement the project management processes that what are some of the skills that the project manager
should possess the most important one definitely
is communication over 90% of the time you'll find
project manager communicating through some tools. It could be just
by sending emails. It could be pushed communication
pull communication. It could be Latest reports it could be attending
meetings communicating about the risks
prioritization negotiating of course collaborating
with the stakeholders. So communication is certainly
very very important skill that is required
in a project manager. Another thing is
of course leadership now, whichever the structure that you have
in your organization be the Matrix structure or be it
typical hierarchical structure that we see
or a functional structure. You will always have leadership is definitely
definitely required. So even your team members who are working
on your project with you whether they report you or not, but still you need a leadership
leadership doesn't mean that you need to have always report e and then only
will be a leader know. Everybody can be
a leader in themselves because we need to influence
other people, right? So you need to inspire
them to perform to do the job at for that. We need certainly a leadership. You need to direct them. You need to also ensure
that everybody's vision. Is ultimately aligned to the product Vision or the
project Vision that you working on Team Management effective
team management is important. So project manager
should be a people person so that he should
be able to empathize with the theme effectively you should be able to understand
what team needs these days. For example, we talked
about servant leadership. So we expect the project manager
to be a servant leader to the team so that whatever the team needs and if that is required
to be there obviously. IE the project
manager is the one who is supporting the team
in getting necessary resources at the right time. Negotiation skill
is very important because you're negotiating
with your stakeholders. You're negotiating
with your customers. You're negotiating
with your team. So everybody it's really important to have
a good negotiation skill so that we'll be able
to create a win-win situation. It should happen
that you are too submissive or you're too aggressive
you'll be assertive and whatever the decisions
that you're Ultimately, they are helping and they are basically
supporting in achieving the project goals and objectives
personal organization. So that's another
important thing. You should be able to also
understand as a project manager. You should be able
to understand yourself. Well, you should be able to have
a emotional intelligence right you should be able
to manage risk effectively at the same time. You should be a good
risk manager some of the points. I just now mentioned
about risk management as well. Now these skills are certainly
required from the soft side and from the heart skill side. Obviously, you need to have the relevant domain
knowledge technology knowledge that will be
an added Advantage even if it is not mandatory, but if you have
the relevant domain knowledge and Technology knowledge that will give you certainly
an edge over others when you are discussing
when you are solving problems when you're interacting
with your stakeholders Etc. OK, so let's undergo It's
just quickly understand about the various project phases
whenever we undertake a project obviously will have
to execute the project in a structured Manner and to bring in that structure. What will also help us is
the project management phases. So we begin
with initiation activities. Once we are clear with that. We do a planning. Once that plan is approved. We start working on the plan
to execute through it while plan is under execution. It's important to
continuously monitor. ER and control and once
all the Key activities are performed then we need
to close the project phase. So these are the typical phases
but your project phases could also depend on your domain
you're working in for example, if you're working in research
and development your phases could be bit different
if you're working in software. Then you have phases
could be a bit different like typical sdlc or
software development life cycle as we talked about. So we begin by, you know initiation then we
have got requirements Gathering we have design Before design we do analysis and then after design then we
do coding testing Etc. So those are the typical phases that we talked about
if it is agile, then it's totally different. We do in iterative
and incremental fashion. You may be following scrum
or it may be following some other scaled
agile framework Etc. So phase is could differ which is fine which
of the phases that to decide and agree a pound
within your organization or within your team. That should be fine. As long as everybody
is a verb out. What are those phases? What are some
of the key Milestones that we are going to achieve
by the end of the phase? For example initiation phase is where basically a decision
making will happen. So this is where we identify
a project to work a pound and we do some of the initial activities
as a part of this phase. Of course, we'll talk about some
of these activities with later as well during planning. Essentially. What is done is we
basically create a plan. We create a plan not only
the point of view of the active. These Milestones but
also we see to it that how are we going to stick
around the budget stick around the schedule Etc. So all of that we factored in
and then we start executing it and that's where we break down. The scope items into tasks, and then we start picking up
the task and we start executing those tasks then comes
monitoring and controlling phase and this is where we just compare
it with the plan that we have created. So if it is a one-year project, and if you are
already a third month, then we compare it
with the plan. So bye. A third month where we should be ideally
and where we are. So if there is any gaps, then we try to identify that and then we take corrective
actions closing phase is where we basically
essentially we close some of the project activities
that we are working on when I say some of the project activities
in the sense some activities where we may have involved vendors some activities
may have been, you know done by
some third party. So way to identify everything
all the activities that we need to close. And then formally we also do
the contract closing Etc. Let's get on to it. In fact, and let's just go
through one by one and try to see what are some
of the Key activities that we perform as a part
of each of these phases starting with initiation phase. So as you can see on the screen,
the first thing is, of course well defined
scope statement as part of the initiation phase we
need to First understand. What am I supposed
to working on? So if you are working on a project wherein you
are producing some it product and that it product
is let's say for digitizing the customer experience. So let's say it's a bank and you're working
on a digital project wherein whoever comes to a branch they have to fill
out the application form and you want to convert
that application form into the digital experience. We're in it's not only going
to save your paper. But also your customers doesn't
have to be visit the branch and they can just Out
this application form and submit it by sitting
at their home. So it's basically nothing but digitizing the whole
experience to the customer. So what's the
actual scope statement? So we're providing the digital
experience to the customer so that we are going or and we are moving
towards a paperless banking and we're trying to capitalize
on the technology that's available today. So your understanding
the scope statement very well what is expected which forms
this to be digitized. Is it just the home
loan personal and forms? Or are we also digitizing
some other forms that customer needs to furnish or submit it and then we
identify the stakeholders who are my stakeholders? Okay, so it depends on again if it is a multinational bank
then obviously it's going to be different than if it is the bank which is operating only
within one country. So depending upon whether the project
is a regional project. It's a national project
or it's done globally based on that your stakeholder list me
very you need to start working on that then we'll To ensure
the resource availability now once you understand
the scope of work, if you have decided that even
if it is a global project, but you would like
to do the pilot in a particular region and
once their pirate is successful. Then you will roll it out across if that is
the understanding then obviously resource availability
would be accordingly taken care of or would be accordingly
placed now as a part of the initiation phase what's also important is
to have a proper goal. What is my goal ultimately? Now gold. There are several ways
through which we write a goal and we always say
that goal should be smart. Not only should be smart, but also should be clear now
many of you may have already heard about smart goal. It should be specific measurable
attainable or achievable. It should be realistic. It should be time-bound or it should be timely similarly
when you work on a goal. It should also be collaborative. It shouldn't happen that there is gold but you know people
can't really relate to that we should be able
to Get along everybody all the team limited
emotional appreciable definable. Let's take a couple of examples that will be able
to relate it to this. There are certain examples here. These are like bit
specific examples to increase the net income by 10 percent
by the end of 3rd quarter 2018. For example, so by this goal, I would get a better
Clarity in terms of what is the expectation. So in this goal, it's very clearly mentioned
that we have to focus. On increasing the net income by
how much is by 10% by when is by the third quarter which year
is 2018 so we could be a bit more specific over here, right? They are the example could be to
decrease Auto claims cycle time from an average 12 days
to eight days by the March thirty first
two thousand maybe 19. So this is another good example, where in we're
very clear about. What do we want to achieve
by the end of that project? So if you want to reduce
the cycle time, but cycle Time by how many days and by when do we want
to reduce the cycle time Etc. So if the goal is clear and smart, then it becomes much
more easier to relate to like as we say clear C is
for collaborative. So it should encourage your employees to work together
in a collaborative fashion. So if I know
if there is a Clarity that I have to increase
income by 10% then I believe this will give lot of insights for The people to why we should
be working collaboratively because there is a goal
we can relate to that. There is a good Clarity
over there limited goal should be limited
in both scope and duration. So here also as you see scoop is
very clear now, they want to just
reduce the cycle time. Okay. So scope is definitely
very very clear and limited and there is also
a duration attached to that. It should be emotional. So people should be
able to establish the emotional connection and that will also
help us in Capitalizing on the employees energy and
passion with which they work. So emotional angle is
equally important here appreciable large goals
should be broken down into smaller ones. So if you come across any goal, which is complex and which is large maybe you
would like to break it down into the smaller goals as I was mentioning some times ago about digitizing
the entire banking experience. That's a very big Vision. So if you just start
applying lying or if you start executing or start working on this it will
be very difficult to execute. But if you just break it down that I want to digitize
the customer experience for the retail banking. So all the retail
banking customers who comes to the branch
and visit the branch and may fill out certain forms
in a physical way now, I would like to use
maybe the tablets or maybe some maybe the computers by putting
up there in the branches so that people can come
and fill up that I can. If on paper and it will also
give a lot of convenience because same thing could be done
even by sitting at home. So I'm trying to break off some of the complex things
into bit simple ones which are easy to
execute and analyze. It should be a refined table. That means set goal with head
strong and steadfast objective. So it's very important
for us to ensure that if required I should be
able to refine my goal. I should be able
to change my goal. I should be able to ended
in a modify it if something which we can't amend or modify then it's
very difficult to stick around. So that's another
characteristics of the good written goal is what
we talked about. So we just now spoke
about the phases as part of planning a course we talked
about all of these things. The goose will come as
part of the planning. So once we have
an initiation activities once we have got the clearly defined scope and then
we get into the planning and that's where we agree to
what exactly we want to achieve. And by when do we
want to achieve and we have got everything
documented in the form of plan and then we start
executing it and this is where your actual team
will come into picture because now it's time
for us to start working on some of the key tasks
as part of the plan that we've all agreed to execute
then we have to do assignment of the task to the resources. So we have got resources
will assign the task to the resources and they will then start
executing those tasks. At times we might need
to also reach out to some of the other Enterprise teams. The Enterprise teams
could be procurement team. It could be a finance team. It could be human resource team. And why do we need to reach out
to them is because if I want to procure
something on the project, I can reach out to the procurement team
the finance team and you know try to procure
things for my project in the digital project example, I might need to procure maybe I
need to onboard certain vendors because It's going to be
a new experience to me and I don't have that expertise. I would like to
onboard few vendors who can provide
us that expertise. It could be even
the new technology. So I want to explore
the new technology. It could be Google cloud
or it could be the Amazon cloud or it could be even for that matter
the Azure platform, which is another
from micro soft. So it depends on what exactly
I would like to do. So for that I need to also
engage the procurement and then what's most important is
Is as a project manager I should be able
to direct my team. I should be able to manage the execution effectively by
continuous monitoring and that's where you're tracking
system will come into picture these days. I've seen mostly we use Tunes so it could be Ms. Projects
or it could be Clarity from CA or it could be even
simple Excel sheet or it could be if it is agile project. Then you could be using certain
workflow management tools jira or for that matter. You know, whichever
the tool version 1 rally Etc, which you would be
using and that's where the task assignments
we come into picture The Continuous tracking
will come into picture because these tools
will actually help you in continuously tracking as
well on an ongoing basis. We have to also organize
certain status meetings. Now though status meetings
could be organized with the team on a weekly basis and maybe again with
the at a program level and a portfolio level. It could be done
at the fortnightly. These may be initially
the frequency could be more but as we go ahead
it could even reduce and then we'll have to also
based on the progress go on updating the project schedule and if required will it
also modify the plan so your plan should be flexible
enough to be able to amend it as per the current progress. So that's where we need
to also engage some of the stakeholders you might
need to take certain approvals in order to amend your plans or update your plans moving
to the next phase which talks about String
and controlling and this is where some of the key matrices
will come into picture and these are the key
performance indicators or kpi is as we talked about from the point of view
of project objectives. So are we really close to achieving the project
objectives are not so is the digitization happening in the retail banking now
with maybe those five forms or those ten forms that we identified or not. What is the
quality deliverables? So are we meeting
the quality standards? So if If it is the IT projects and you're working
on the applications, what about the defects
are we identifying defects and how frequently
are we identifying defects during the development cycle? So is it being identified
during the development or is it being identified at a later stage
during testing phase or the unit testing phase or user acceptance
testing phase so even that will certainly
matter a lot cost tracking so you would also need
to do the cost tracking on a regular basis. So this is Are you
will be able to also use some of the techniques like earned
value management or evm so you will come up with the schedule performance
index cost performance index and we'll be able
to manage the cost and schedule right
and effort tracking. So again how much effort was
committed by the team members and how much effort is actually
booked on the project. So even certain tools can be used in order to track
the efforts on the project. And of course the performance
of the Project's overall. How are we faring
with respect to the budget with respect to the schedule
with respect to the risks that are there on the project
the issue handling. So all of these aspects
will certainly be looked into when it comes to measuring and monitoring
the key performance indicators. Then we move to the last phase which is a closing phase
and this is a phase where we of course we make sure that whatever we produced
is verified by the customer and is greed is accepted by the Because each of the requirement that we work on will always
have some acceptance criteria. So we'll have to ensure that the customer is involved
into proper verification. And once it is
verified, you know, that means we are
good good to go ahead and close the project then
we'll have to also look out for if there is any contract
with any of the vendors. So how can we close
those contracts based on the terms and conditions that we agreed
and some other activities with respect to project
closure needs to be performed. Like completing certain
documents arranging the pi r which is
post-implementation review. So some of those activities
would also be a part of your typical
project closure activities that we do so these are
just high level activities, but we of course perform lot of processes as a part
of some of these phases and we'll go through them at a very high level
today the knowledge area and processes now, since you all are
aspired to become the certified project managers, By completing your
PMP certification successfully. So it's important to learn
about knowledge areas and the processes that are being put up or that are being
published through pmbok, which is official
guide by the PMI. So in pmbok, you'll find there are
10 different knowledge areas and there are
49 different processes. So if you count these processes, there are 49 of them and there
are ten knowledge areas. And of course there
are process groups. So this process groups
will be you're initiating planning executing monitoring
and controlling closing. So these are the process groups and all these knowledge
areas and processes. They are actually going to be
a part of this process groups and the knowledge areas. So maybe I would like
to just very quickly show you this this is where all
of the process groups and the processes
will come into picture. So there are total 49 of them as I mentioned and there are Knowledge areas
and these are the process groups and you'll find each
of these process groups and the knowledge areas. There are various processes
which are cut across into multiple knowledge
areas from each of these process groups. Okay. So let's take a look
at this very quickly will not be able to really go
through this in detail. Of course, we have limited time, but certainly will be able
to just take a glance of some of these
knowledge areas and processes. So let's start
with the in Integration so project integration is one
of the biggest knowledge areas because this is where we perform some of the Key activities like
developing a project Charter because project Charter
empowers the project manager. So it's important to have
a project Charter in place. We start working
on the project management plan because project management plan
will also contains lot of other subsidy management plan from scope point
of view skill point of view quality point
of view risk point of view. So that's another
important one then once we have a plan in place. Start executing the plan
and that is where the directing and managing Project work
will come into picture because this is the process
wherein we start executing the plan
that we have agreed. And once we are into execution, it's important to continuously
Monitor and control some of the project work. Why control is required because if we are deviating
from the plan then we need to obviously
take corrective actions. So if you are overspending
then we need to see how we can reduce the spend
by taking certain. Certain corrective actions form
integrated Change Control while working on Project
you will also be given a lot of other things than you agreed initially
in the form of scope and those things are
those changes could be due to what's going on currently on the project based
on the customer initial understanding
of the overall progress or it could be involvement
of the customer into maybe prototype revives or demos Etc. It's all that put together
will certainly lead to certain New changes
and how to manage that is covered as
part of this as well and integration management will also cover closing
the project activities. So as you can see here
integration management is a big piece because it cut
across all the process groups then scope management. This is where we'll do
the planning of scope management how to collect requirements how to define School
based on that and then break down the scope items into smaller
smaller items as a part of the work breakdown structure, which is WB Yes, and once we have
that in place, we need to also ensure
that we validate scope right? So we need to have
that press ability in place. So that what we are building is in line with what is
being agreed between you and customer and how we
can control the scope as well. So that scope creep
should not occur and you have got a any change that comes in is managed effectively then moving
to the time management. So this is where we
again start working on planning schedule
management activities. So once we have a schedule management plan So
we then Define the activities so activities are derived
out of the scope items that we have worked a pound. Once we have activities that you are going
to perform on the project. You have to sequence them. Right? So without sequencing
the activities you would not be able to understand what needs to be done first what needs to be
done second Etc. So it's very important
to sequence those activities and then you will estimate
for each of the activity how many resources are required
as well as you will estimate. How long would that actively
Take and then based on all this information. You will come up with a schedule and that Scholars
develop schedule process. And once we have
a schedule in place, then what's important is
to control that schedule. So all this happened as a part
of the time management as a knowledge area moving
to the cost management. This is where we
learn about planning cost management suppose. We create a plan for that and then we go
on estimating cost. So how do we estimate cost
for each of these activities that we have listed down? How much would it be? Cost for that so it could be the bottom
of estimation that you could do and based on the cost that you have estimated
for each of the activities. What you would then do is you
will determine the budget you will just roll it up. You will calculate how much would it take and based on that you
will determine the budget and then you'll have
to then control that budget. Once we have it in place. The quality management
will take care of the quality management plan. Whatever is being agreed
between you and customer in terms of quality and whatever is
your Leti commitment needs to be captured over there and then we'll have to also
perform certain processes like performing quality
assurance activities. So that is like what you
have builting is better quality. So that's very important
quality assurance will make sure that you are building
the quality in the product and then of course, you will control quality. So for example, if the software project
you will make sure that you will follow
the coding standards so that the code quality
is better you will follow Like refactoring so that you are removing
the duplicate lines of code or unnecessary lines
of code Etc. So all that will make sure that what you're producing is
a good quality code, which is bare minimum required
to execute that program and in turn into and develop that functionality human
resource management will cover your planning aspect. First of creating a human
resource management plan. And of course, the other things is
how to acquire human resources on the project how We can develop then
providing them training and then how we can manage them
throughout so that we can retain them and obviously
how we can make sure that people are happy
on the project. They're motivated Etc
communication management plan will talk about of course
creating the plan in itself what to communicate when to communicate
whom to communicate what to communicate and what's
the media to communicate? So is it going to be a meeting
is going to be our email? Is it going to be a push
or pull communication? So what are the communication
channels that we are? Use so all this data
will be captured there. Once we have the plan
in place then we need to manage and control it effectively. Then comes a
procurement management. So this is where again
we'll be able to come up with the procurement management
plan a front and then we just execute that plan. So what have you decided
to Outsource to the vendor how much of it
and then which vendors how to select them. So all of that will come
into picture then you start conducting the procurement
activities and of course, you will control it
and once the project is Is over then you will do
the closing of procurement, which is nothing but contact closing risk is another
important knowledge area. This is where we
understand about course. We create the risk management
plan and then most importantly we affront Define. How are you going
to identify the risks? How are we going to do qualitative and quantitative
analysis of the risks again, whatever is the organizational
process assets as a part of that you may have already defined the
quantitative and qualitative. If doing the risks analysis
and there must have been some template already
in the organization. So the same template
could be used here. And then you do
the risk response planning. So for each of the risks that are identified you
to the prioritization and then you do planning which risks you need
to mitigate which risk you need to transfer. Which one is you need to accept because there is litigation
could cost you more than accepting the risk and then periodically just go
on reviewing that plan so that you can
control risk effect. Tivoli and the most important the last but most important one
is the stakeholder management. This is where we capture about. How are we going
to identify stakeholders? Right? And how are we going to manage
the stakeholders effectively. So different stakeholder
management strategies needs to be captured
over here in terms of stakeholder engagement
from the point of view of power and interest right? So from the point of view
of influence of the stakeholder, and how much is the power
to the stakeholder Etc. So you Create those grids
and you try to control your stakeholders through
those grids some stakeholders. You need to manage
closely some stakeholders. You need to just keep them
informed about what's happening. Right? So depending on the influence and the power
of the stakeholder, you need to
take those decisions. And then of course this way you
should be able to control it. So this cover all
the ten knowledge areas and 14 and processes that we are going to study in detail as a part
of the PMP certification. Training program. So this brings us
to the next slide and this talks
about methodologies. So what are some
of the methodologies that we can think
of in the project management since we are talking
about the project management need to have a proper
governance in place. You need to have
a proper processes in place. There are certain methodologies, which actually helps us ensuring that all this is being followed
effectively and you will come across many of them now. This is not really Ranking
or anything of that sort. This is just kind of a list. So starting with agile
because these days we talk about agile a lot because a child will certainly
help in delivering better business value and it will also help
in identifying issues and defect very early
in the cycle and then it in turn it gives a lot
of opportunity and time for us to fix those defects and you know work through those
so agile is definitely one of the most popular
mythology is these days what if all was there
once upon a time and even it is still there? R it's not bad wherever
things are clear up front. No changes are expected. Not too many changes. I expected our feedback loops
are not required to frequently. I think even waterfall also gives you good
results may be provided that you know, all these things are there but
typically in software projects. We have seen that many times with work
on the complex adaptive systems and where things are like from technology point of view
from requirements point of view. There is a lot of uncertainty
and that leads to your change. Being introduced in
the project scrum is one of the agile methodologies
and it's very very lightweight. It's described only in 18 pages
and scrum is such a methodology where in actually helps us in bringing in good
governance within team because it has got
fixed time boxed iterations as well as there are
certain fixed ceremonies that we do so scram is definitely one of the most
popular agile methodologies, and then we had
rapid application development. During early 90s, it was introduced in fact rapid
application development involves or are ad involves
lot of prototyping and taking early feedbacks
and building on that. So definitely it was very very effective
at that point in time. And in fact agile evolved out of Rapid application
development was definitely one of the inputs. I would say
new product integration. So again how to integrate
new product specific attention is given over there prince2
is the methodology again, there is also a certification that's available for Prince
to for those who are interested. So certainly
that's also available. So this talks about projects
in a controlled environment. It's another structured
project management method, right and this will certainly
give lot of emphasis on managing and controlling
the various project stages. So there is a proper training on Prince to really
so I don't think so right now we need to go
through all of that kanban is and Mythology within a child but carbon is
definitely very old. It was tried first time
in Toyota production system. And from there. It has become so
much popular these days that it's used in even
portfolio management sand even scaled agile Frameworks and it's very simple yet
very powerful mythology. The whole objective
of this methodology is to make things visible and, you know, create the flow of work and make it visible and control
the work in progress. And that actually helps us
in identifying the bottlenecks and you know, try to reduce the cycle time
or lead time Etc. Six Sigma is definitely another methodology and it's
more statistical in nature. It's heavily used
in the industries where things are tangible. We can measure it
and apply the statistical tools and this way we'll be able
to then understand the as state and we can certainly move on
to the to be state that could be enhancing
the productivity or Cost or for that matter maybe
the depending upon for example if it is all Center. So how can we reduce the average
call handling time Etc. So Six Sigma is definitely old
and a popular one. Dmaic is one of the methodologies
within Six Sigma which is defined measure
analyze improve and control. So these are the phases within
DMACC Scholars DMACC cycle and very follow
Six Sigma project. You actually implement the Cycle
so you would then understand. How does this whole thing work and outcome mapping
is another one. So I would come back napping
actually focuses a bit more on of course planning monitoring and evaluating some of these
are important activities and mainly from the social
change point of view. This is where the outcome
mapping would come into picture really so these are several of them methodologies
which are available out in the you know available
to all of us to use and of course each one
of it has Advantages and disadvantages welcome to PMP
integration management webinar. So the agenda of this webinar
is to understand what is Project integration
management is all about and having the overview
about integration management and the processes which are part
of integration management. So project
integration management. Project integration management
is one of the knowledge areas in the PMP project
management framework. So project management practices
project management framework where PMP being a best practice
well accepted across the globe has ten knowledge areas defined
five process groups defined and 49 processes defined
in the latest edition of pmbok. So project integration
management being one of the knowledge areas
includes the process. Us and activities
to identify Define combined unify and coordinate
the various processes and project management
activities within the project management process groups
project manager is also called as project integrator reason
being project manager should have a full end-to-end
view of the project and do necessary activities
required to manage the project by having end-to-end visibility at any given point
in the project project. Management should able
to connect in terms of what needs to be done as defined is the project
is progressing or not that needs to be very much visible
to the project manager and that happens in
Project integration management. So integration management basically includes various
Trends and emerging practices which involves use of automated tools use of
visual management tools project and Knowledge Management expanding the Jack
manages responsibility and many hybrid methodologies. So television
considerations required while adopting the
PMP project management best practice Frameworks
requires understanding the project life cycle of a specific project, which is being done
the entire life cycle in terms of activities involved. It may be a product
which is being developed. We should remember
in a specific product life cycle in a A specific
service lifecycle or in a specific results what we are creating which will be becoming a result
of a specific project. That itself will
have a life cycle. So introducing that product or service you will have
a project while hansung while adding a module or modifying the capabilities
of the product. You may require to initiate a project to retire
the product or Services. You may require to initiate
a project again. So basically what we
are Trying to indicate is in a given product life cycle
or service lifecycle. There will be many
project life cycles. When we say life cycle. There will be beginning
means a start date. There will be end means
end date finish date. So beginning to end of a project
is Project Life Cycle where multiple such
project life cycles can be there in a single
product life cycle or in a single service lifecycle. So throw out that life cycle
you will come up. Across many approaches required like quality management
approach risk management approach scope management required cost management required schedule management
procurement management. So for all these there
should be specific approach defined as part of the planning which will get integrated
in integration management. So Knowledge Management
plays a very important role in every project. So knowledge may be
related to the project which are already done. Already completed. So those knowledge
can be used for the project which is currently
running and use that knowledge which is captured their ear
in the current project. So that current project you
need not reinvent things or redefine something similarly
while doing project currently. You were required to capture
the details of this project. Whatever the learning you have. What went wrong? What went well,
what are those processes? What are those challenges? Is what are those issues which has come across
and how they were resolved. So in a way project management
itself is a change management. So I am saying this
for a reason every project which is being producing
a specific product or service will bring the change
to an environment menu. So means project management
introduces any project introduces a change
to the environment and project management should
ensure these changes are done. Properly considering
the project environment and all those various different
Dynamics in Project environment. Secondly when I say change
we should also think about the change
to the baselines defined to the project which will happen while doing the projects so we should not get confused between these two
changes the project which is bringing a change
to a norment versus the change which is happening
to those bass lines, which is defined
within the project. So both needs to be
will very carefully and both are not same then every
initiative every investment which is being done
by an organization that needs to be justified. So similarly project
will also have an investment which needs to be justified and
every project investment happens with the specific directions
set by organization. So there will be
a governing body which looks at a project to see whether this particular project
is aligning to that directions. What organization
governance is set. So to ensure that there should be a project
governance every project as it produce outputs outputs
in terms of products output in terms of services. Definitely will have an outcomes
creating the benefits or value in the absence
of this benefit realization in the absence of not understanding the specific benefits
realization of the value. If that doesn't happen
investment on the project doesn't make any sense, so this needs to be conformed while taking A up the project
these needs to be confirmed while project is being delivered
these needs to be confirmed in the post-project stage as
well the product or service which have been created as part of this project should work
should perform in such a way that benefits realization should happen integration
management processes. So project integration
management as around seven processes defined
in pmbok 6th edition, which is the last one this
involves develop project Charter which is part of initiation process group
initiating process group defined in PMP framework similarly
develop project management plan is a process which is defined as part
of the planning process direct and manage Project work
manage project knowledge these two processes are defined as part of executing
process group Monitor and control project work
for form rated Change Control these two processes are defined
as part of monitoring and Control process group but as close project
or phase is a process which is defined as part
of closing process group defined in PMP so
develop project Charter as I mentioned earlier develop
project Charter is a process which is in initiating
process group so the aim of this process is to develop
the project Charter so which basically mean creation
of a Document a formal document which has to be developed which should be helpful
in authorizing the existence of the project which means assignment of a project manager
will happen as part of this particular
process project Charter will be handed over
to the project manager and formal Declaration of assignment of the project
manager will happen. It is very important
to create a project Charter before starting
the project implementation as the charter would provide
a step-by-step High. evil plan for the project
with the development of project project manager gains
authority over various resources that are applied
to the project activities by developing the project
Charter One will be able to establish a direct link between
the organization objectives and the undertaken projects develop project Charter
process the inputs to the process includes
business case benefits management plan agreements
to Define the initial intention for the Object then Enterprise
environmental factors, which are very important because project is happen in that environment the legal
regulatory market conditions organization's culture
environmental conditions. Social stakeholders
expectations their behaviors, then organization processes. It's so organization processes its includes all the processes
policies standards templates methods historical information. Ation, the lessons learned
from the previous project which is captured. So all these are required while
creating a project Charter. So tools used to develop project
Charter would be expert judgment which mean involvement
of those experts who are domain experts
or who are very thorough about the specific topic
or specific subject on which project is being done. So taking their inputs
taking their opinion and then including those points
whichever makes sense and Covid are required as
per the situation into a charter then data Gathering data
Gathering from all those inputs what we mentioned and also
the details of the projects what is mentioned relating
to that specific data Gathering then interpersonal
and steam skills. This requires meeting with many different individuals
of different capabilities and understanding
will be stakeholders. If I say at the moment who have also over
the stakeholder one knows about connecting with them and ensuring the Al's of that particular project
relating to that project are captured using
interpersonal and team skills and meetings can also be done
to collect those details outputs of this process
develop project Charter would be project Charter
itself is an output and secondly assumptions long. So what are the assumptions
made considerations made while developing the project Charter which has
to be articulated. So next process develop
project management plan. Develop project management
plan is a process in a planning process group. So this is the second process
where the idea is to have a comprehensive
project management plan. So as defined in pmbok project management body
of knowledge 6th edition, which is the latest version
there are ten knowledge areas as I mentioned. So each knowledge area creates
a plan develops a plan relating to that knowledge area
like scope management. We'll have scope management
Plan cost management will have cost management plan like with each
of those knowledge areas will have specific plans
develop but however, these plans are called
as subsidiary plans. So all these subsidiary plans
will get Consolidated in integration value. So develop project
management plan is a process in integration
management knowledge area which consolidates all
of these subsidiary plans. So This is the process of developing a
project management plan which includes defining
preparing and coordinating other plan components
to finally integrate them into project management plan. The key advantage of developing
a project management plan is that it acts as a road map
of all the team members. So this can become
an ultimate reference while executing the project
this would provide the required directions and set
the objectives clear. And the plan which is made initially
would become a baseline. So this also provide
a specific Direction which helps a project
to move towards the goal which is defined
and with that unified goal a project delivery
can become successful. So inputs to develop project management process
would be project Charter which is an output of develop
project Charter process, which we just discussed. So develop project
Charter process is part of the integration management. Egeria the output of the process comes as an input
to develop project management. So outputs from other processes as I mentioned every knowledge
area rest of the knowledge areas out of ten knowledge areas
create subsidiary plans. So those subsidiary plans will come as an input to develop
project management plan. Then as I mentioned earlier
Enterprise environmental factors and organizational process
assets will also work as an input to develop
project management. So the tool used
as part of develop project management plan or expert judgment data-gathering
interpersonal team skills, right meetings outputs of develop project management
plan would be number one project management plan, which is a consolidation
of all the subsidiary plans and detailing out on connecting
those together to have a execution of the project
becomes smoother and easier. This would be an ultimate
Baseline then next process is direct and manage. Look so direct and manage Project work
is part of executing process group in integration
management knowledge area. So as part of this process
project management Direction manage Project work and this
is an integrated process which will provide
that visibility in entirety. So execution of work
will be done by the team who are assigned to do that work but project manager
himself or herself will not go and do the activity there so
direct and manage Project / process helps in directing and manage the project work
and making required changes to meet the promised goals
with the correct direction and the management of the project the probability of
the Project's success increases while elevating the
deliverables quality. So this process is followed throughout
the Project Life Cycle. So inputs to direct and manage Project work
our project management plan, which is the output of develop
project management plan process within the Same knowledge
area project documents like changelog Lessons Learned register Milestone list
project Communications. Then project schedule
requirements traceability Matrix risk register and risk metrics risk report
approaching request. So now you may ask the question
you may have the questions various disapproved
change requests coming from when I am into direct
and manage Project work, which is the next process. I'm looking at after develop
project management plan. And so if you
visualize the project in entirety in some part
of the project sometime, there may be some deviation which is identified by
monitoring and Control process while assessing or
while doing an auditing while testing there
may be some deviation which is found so that needs to be
corrected to correct it a corrective action has to
be taken to do the correction. There may be change
with needs to be done and that will go as a change request to integrated
change management process, which is Monitoring
and Control process group. Once that change
request is evaluated that change request
will be approved and that will come as
an input to directin manage Project work to take
necessary corrective action. So prevent you actions
can also be in the scenario of proactive measurements, which is being done or forcing
certain things happens. So addressing the root cause
you Marik will do some changes. So like corrective actions prevent the
action defective repair these These are happening
through change approval. So those needs to be
implemented as that as a input coming from integrated
change management process. This has to be executed that executions has
to be directed and managed by project manager. Enterprise environmental factors
will also come as an input and finally organization processes it so
tools used as part of direct and manage Project
work our expert judgment then project management
information system. Meetings outputs of direct
and manage Project work our deliverables
actual deliverables, which is coming out
each deliverables with as per the plant shedule then work performance data
actual work performance data how the project is working
how the project is executed. What is the status of it? What is being created? What is in progress at any given point in time is
Sherlocks issue logs are the one which used to capture
all those deviations? It's corrective measures
which needs to be taken and this is managed by
project manager at tracker which is maintained by
project manager to track those issue logs during the execution
then change requests which are raised
during the execution. Some deviations are found. Some corrections are to be made
to do the corrections. There may be change request
released for the deviation. Then project management plan
updates based on those changes are based on the performance which are identified project document updates and
Sharon process assets updates. So yeop updates our organization
processes set up dates reason being there may be a learning
there will be a template defined that needs to go and sit in Opa. So this can be referred in any other project later
or within this project as the project progresses. It can be reused referring
to Opa repository. So next process
manage project knowledge. So manage project
knowledge is a process which is included as part of 60. Addition of pmbok so earlier
there was no specific process to manage project knowledge in
the earlier editions of pmbok. So this is a new process which is include from the sixth
edition of pmbok defined by PMI. So when I say knowledge one has
to keep in mind it's all about know how so when we
say some people as I observed they say knowledge
is equal to information, which is not true informations
basically gives you the message whereas knowledge provides. The actions the steps to do
something no house. So in a project you
may require to Define no house. You may require to understand
for resolution of something. What are the steps involved for implementing something
what are the steps involved? So those are defined
so that should not be tampered. The Integrity of that has to be
ensured someone cannot just go and change those steps
without any proper approval. So those needs to be correctly
ensured a acknowledge, which is being created
for the project remains. So managing that project
knowledge is very essential so that achieving
the project objective as discussed defined
and agreed would be easier so that there is no ambiguity
while executing so this can also be used in the future
learning and references. So it is primarily done by using historical
or existing organization data and updating correcting
the current knowledge. Which over The so that needs to be updated
on a regular basis it majorly helps in liberating
the organization knowledge and improving
the project results. So as we discussed
about there will be something which is done
during this project which are defined that means to maintain or hollowing there
will be something which we learnt that also need to be
captured and ensured that is not tampered. It is available
whenever it is required in the current project as
well as future projects, which is being done in the organization so inputs To
manage project knowledge process will be project management
plan project documents. Like Lessons Learned
register project team assignments resource breakdown
structure stakeholder register and the deliverables
deliverables, which are happening
during the execution of the project unique deliverable
throughout the Project Life. Cycle may be a milestone deliverable then Enterprise
environmental factor and organization process asset. Tools used as part
of manage project knowledge or expert judgement
Knowledge Management tools interpersonal and team skills
Information Management outputs of manage project knowledge
process would be Lessons Learned register the creation
of what are the lessons which are captured and reference to those then
project management plan updates based on those learnings then
OPM dates for future reference. Monitor and control
project work. So the Monitor and control project work process
is part of monitoring and controlling process group in an integration
management knowledge area. So this process helps in order to achieve
the performance objectives as defined in the
project management plan. This process is implemented
to ensure all those deliverables which are being done
in the project are according to what is defined. So in this model Ring
and controlling process. The project is tracked reviewed projects overall
progress is reported which enables stakeholders
to get the exact idea of the project status. So this process is performed throughout the Project Life
Cycle and it acts as guide or the project manager to ensure that the project is on schedule
within the budget right and also the resources
it'll ization according to what is defined identified risks
are monitored managed. Owing to what is agreed similarly stakeholder engagement
procurement communication scope. So in all perspective
the nine knowledge areas, which we spoke about. So to reiterate
on those nine knowledge areas, we can remember as scope management cost Management schedule
management Resource Management quality management risk management procurement management
communication management and stakeholder management. So monitoring and control
project work will have the processes in all
of these knowledge areas. So this process which is an integration
management consolidates every control activities so that everything
which is defined in all these nine knowledge areas
are noted monitored checked whether are they are happening as defined in push
to this process would be project management
plan project documents like assumptions log basis
of estimates cost for guests and She logs Lessons Learned
register Milestone list and quality reports risk register and Report schedule forecast
work performance information work performance data was input. Whereas here. We are seeing
work performance information, which basically a processed data
to in a specific context of that particular
monitoring and controlling Project work activity. So other inputs maybe agreements
Enterprise environmental factors and organizational process
assets tools used in monitoring and control project work our
expert judgment decision-making data analysis meetings. It is very essential to collect
those data process the data see how this particular project
is being progressing. What is the current state? What was the actual one
what says what is planned? So these needs to be understood so that necessary
actions can be taken. And moving forward
in the project. Whether should we
do some corrections so that we can bring back
the project to the track or should we continue the way it
is running outputs of monitoring and control project work
will be work performance reports change requests project
management plan updates and project document updates. So work performance
reports are created with a specific objective and context is this report is
used to discuss with the team. Is this report is you
To update the management is this report used to update
the customer for review? So based on those context work
performance reports are created and templates of those
are defined as part of the plan. So change request is an output reason being
there may be a deviation which is found while monitoring and controlling
the project work. So to do
the necessary correction of that particular deviations, which is found change request
would be raised the process 6 is perform integrated change. Troll which is a process which takes a change request
as an input and checks whether this change makes sense. So there is something
called seven hours of change which we discuss while doing
the service management. So that is poor is the change. What is the reason
for the change? What is the return
from the change risks of change responsibilities
of change likewise, we defined seven hours. There should be answer
to those seminars. So this process is performed
to control the various change. Received throughout
the Project Life Cycle. All the change request
approved changes modification of final deliverable
project documents project management plan Etc reviewed
performing this process helps in keeping an integrated
document containing the list of changes while assessing
the overall risks, which might arise
due to the new changes. So inputs to the process would
be project management plan, which is basically change management plan configuration
management plan scope Baseline. On schedule Baseline and cost
Baseline project documents which is basis of estimates requirements
traceability Matrix risk report then work performance reports like resource
availability schedule and cost data
and value reports burn up or burn down charts
then change request which is required for corrective action
preventive action defect reports or any updates, then Enterprise environmental
factors and organization. Sussex the tools used as part of perform integrated
Change Control be expert judgment Change Control tools
decision-making and meetings so and lastly data analysis. So the outputs of perform integrated
Change Control would be approved
change requests project management plan updates
project documents updates. If you look at the outputs
very closely the input was change request whereas approve A change
request is an output which means all those requests
which are raised are checked. And if you recall
approved change request was input to direct
and manage Project work, which I explain from where that particular
approach change request will come as an input to direct
and manage Project work. So once it is approved
implementation has to happen. That is the reason approaching
request will go back to execution process group
direct and manage Project work and then execution happens
implementation of In happens close project
or phase process which is in
closing process group where the various
project activities phases and contracts are finalized. It provides a
control environment where project can be
successfully wrapped up the closing process includes
the activities like preservation of the project
information completion of planned work the release
of involved resources Etc, but we should remember
when we say close. It is not about
project closure alone. So it's about pays as well
a project will have many phases. So closing that phases while closing that phases close project phase the same process
is triggered the inputs to this process would be project Charter project management
plan project documents and accept the deliverables other inputs should
be business documents like business case benefits management plan agreements
then procurement documents. And organizational process
assets the tools used during close project or phase process should be
expert judgment meetings and data analysis outputs
of close project or phase project would be
project document updates final product service or result transition
final report and Opie updates. If we closely observe
these lists of outputs. You don't see an accepted
deliverable as an output You Don't See The results
of project as an output. It is a final product service
or result transition, meaning the acceptance
of this particular product or service or results, which is created as part
of the project is already shown to customer to the stakeholders and necessary sign
of required is obtained in terms of acceptance. So only then close project or phase process
will be triggered to complete all those necessary activities
required to formally declare. The phase of a project or
project in entirety is complete. So that's hot the integration management
knowledge area defined in pmis pmbok 6th edition, which is part of project management professional
certification program. Project scope management, as you know project
scope management is one of the important knowledge areas
of detained knowledge areas that we have
in pmbok 6th edition. If you compare
the project scope management with the pmbok 5th edition, the previous one there hasn't been much of a change in
this particular knowledge area except tradition of few tools and techniques which
we will talk about and of course there are
certain tailoring considerations that are added which we will also be touching
upon As a part of this webinar in today's webinar, I'm sure I'll be able
to give you overview on the scope management and what
are the different processes that are associated
with the scope management? So with this agenda, let's get started
with project scope management. So project scope management
is one of the knowledge areas that we have out of
the ten knowledge areas that we cover as
a part of the ombak when you prepare
for PMP examination. Definitely you will be referring to the latest edition
of which is pin. Bach sixth edition
and today's webinar and the training is based
on the latest pmbok, which is 6th edition itself. There are total
forty nine processes. There are total 5 different
process groups that we talked about and ten knowledge areas. So when you appear for the exam and when you prepare
for the PMP certification, you basically study all of these you will study
ten knowledge areas 49 processes and five different
process groups one of the knowledge areas today. That we're covering as a part
of this webinar in terms of giving you the high
level overview is the scope management as a part
of scope management. I'm sure you may have a lot
of basic questions fundamental questions
around this knowledge area, which I'm sure you will be able
to get an answer to some of those largely as you would know
and you would agree that the scope management
process covers about how we Define the scope
on the project how we go about controlling it and it's more from the point
of view of of the kind of output that we are trying to deliver
by the end of the project. What outcomes are we trying
to achieve for our stakeholders and what benefits of the project that we are trying to help
our stakeholder achieve or the result or the outcome
that we are working for if you really look
at whenever we work on any project as
a result of the project what we get by the end of the project is
some deliverable the deliverable could be in the form
of some physical product that you're launching
in the market. Are the deliverable could be
in the form of some service or some result that you have producing and that result or the product
is going to ultimately help your stakeholders
achieve the outcomes that they want to achieve through that there
could be various outcomes that they want to achieve
by the way, for example, if you are launching
some product in the market for your stakeholders through which they
might want to achieve the customer satisfaction, so that is outcome
of the product that you are trying
to work for your stay. Beholders outcomes are defined
by stakeholders deliverables are booked a pound by
the team and the ensure that the produce
the deliverables in line with the expectations that are agreed
upon between the team and the stakeholders
and obviously as a team, we should also be knowing
the kind of benefits that the project offers
to the stakeholders. That's how these three
things are interlinked with each other now
when we talk about scope, obviously we have to look
into the product scope and Project scope now. There is a product life cycle and there is
a Project Life Cycle and just to give you an idea
about the product life cycle, which is definitely much much bigger much much lengthier
than the Project Life Cycle. But obviously when we
produce any product, we basically undertake
some project and the outcome of the project is your product. But once you start
working on that product the product life cycle is
much much longer and with in life cycle of a product. You might be undertaking
multiple projects. So there is a project scope. So for example, you have a product which you have already
launched in the market and now we have undertaken
a small project to build some enhancement
on the top of the project. So let's say you are introducing the CRM cells management
software in the market. It's already there
in the market. You have defined that scope
of the product what are things that you want to cover as a part
of the product offering in the market based
on the category? It serves in For example, if it isn't a sales management, they're obviously you would like
to build the capabilities which will help your customers
utilize your product or use your product
in such a way that they can fulfill
their needs and requirements. So you'll ensure that your product is capable
enough to fulfill all that scope from the customers
point of view. Now when we talk about a project
now project you could undertake for various purposes. One of the purpose
is your product is already in the market and now you want to build
some A small enhancement on the top of that so you might undertake
a small project just to build that small enhancement and then you would complete
that project within 2 months 3 months 6 months whatever the time period that is agreed between you
and the customer so you have a project
scope in this case it is whatever the enhancement that you have agreed
and your product scope which is obviously
based on the product that you're building
to be launched in the market. Now if you talk
about the scope management, it will obviously cover
products group project scope. Depending on what
for you're working on. Now. Let's talk about certain
tailoring considerations from the scope
management point of view. And this is what exactly PMI
has done from the sixth edition. There are certain
tillering considerations that are being considered
for each of the knowledge areas from example of you as well. This is important
to know what are the tailoring consideration
under scope management. We always say that one size solution
doesn't fit all so we'll have to tell her the Is that we are working on so if I have to work
on a scope management, I might have to tailor the
process based on the context. I am working in and
that really differs if you're working
in a banking industry. If you work in fmcg Industry
fast moving consumer goods, if you are working in e-commerce
industry pharmaceutical industry manufacturing. So in each of these
industries the kind of work that you may be working
on could differ the context is different you're dealing with
different kinds of stakeholders. So it's very important for us to tailor the process
based on the context that you're working
in so knowledge and requirements management. How are you? Go to ensure that the knowledge is gathered
is documented and based on that you would have
to then think about the kind of requirements that they would like
to work a pound. How are you going to validate
and control your scope now depending on the kind of context that you work in you would
decide in terms of defining the acceptance criteria in terms
of agreeing a pound how and when when my customer would accept
the deliverables by the end of each phase or by the end
of whatever the Milestone that is agreed between you
and the customers so we can certainly Taylor
around this aspect as well. You would also need to define
the development approach how would like to build
this product or project or some result or service that you are trying
to produce by the end of that project people
might go by an agile way or you like to stick
around the waterfall way or some project lifecycle
or product line? Cycle that you would agree
a pound between you and the stakeholders. So what's the
development approach and that's going to differ if you're working
in research and development the development approach
could be completely different than if you're working
on reducing some product to be launched in the market
stability of requirements. If the changes
that are expected in the product that you're developing
are very high. Obviously, you might
not be able to just go in a traditional way. You might need to
have more interaction. Ins with customer
more feedback loops so that you can pick
up those changes. You can validate your
requirements more frequently and you will be able
to manage those changes in the requirements effectively. Otherwise, you would have a huge
impact on the architecture on the design that you
may have already created. If the change is come
towards late in the cycle. And of course the governance
the complexity of project would also Define the kind
of governance framework that you want to
establish on Project whether you would like
To have got weekly meetings with your stakeholders fortnightly
discussions escalation Matrix. What kind of a governance that you want to establish on
the project that you're working on from school point of view. Definitely. It's important to know. How are you going to manage
change on the project? We have to tailor the process
based on these considerations. Now, once you've done
the tailoring of the process, then you get onto the project
scope management now under each of these knowledge areas,
you will find various. Assesses, as a part of these knowledge areas talking
about scope management. We start with plan scope
management and this is where largely we focus on how to plan
the scope management activities on Project correcting
requirements is definitely one of the important process where we reach out to the stakeholders
to identify their needs and requirements based
on the project or product that
we're working on then based on the requirements
that we have gathered. We defined scope and we ensure that whatever is defined
in the scope. You only work on those items
and not something which is not part of scope creating WBS process
certainly gives us an idea about what are the low
level activities tasks packages work packages that we have to work a pound and decomposition is one
of the techniques that is used while creating WBS. So creation of WBS
is definitely one of the important processes
within the scope management. Then we have to validate scope
against the acceptance criteria that is defined between you and the customer
for each deliverable that you're producing by the end
of each phase in Project or product life cycle. It's important to Define very
clearly the acceptance criteria. And then lastly we have got
control scoop and this is where we basically see how do we control
effectively the changes that might happen to the scope and how do we go
about managing those changes? So these are the six processes that we have
within scope management. Let's get onto each of these and we'll do bit
of a deep dive into it. These processes in terms
of understanding. What is it? First of all,
what are some of the inputs that we have to consider
what tools and techniques can we use on the process? And what kind of output
can we expect out of it? So let's start with the first one which is
about plan scope management. And as the name says
plan scope management is all about we have to basically
Define our approach. How are we going to go
about managing scope on project? So it's largely about defining
that approach like in terms of how are we going to To define
the product scope. How are we going to validate it
against the acceptance criteria how the scope is going
to be controlled how changes on the or to the scope
are going to be managed. So all of those approaches
are basically covered as a part of the scope management plan. And certainly this is one of the important document
from the point of view of if there is any confusion around like how we
should manage change that I can just go
and refer to this document. Even if I'm new on project and
if I wouldn't know how to do that This document
will certainly give me an idea about how I supposed
to be validate scope against the acceptance criteria. So what is the overall approach that is being agreed
between the team and customer so that guidance
and the direction is what this provides so that's
about the scope management. Now, how do we really
create this kind of a document for that? We have to refer
to certain inputs. The first is of course
the project Charter since we are defining the approach. It's important for us to refer
to the project Charter. In terms of understanding
the high level scope that is mentioned there
in the project Charter. We have to also refer
to project management plan. The project management plan is
a subsidiary management plan. So it encompasses various plans, like for example
quality management plan. So largely we refer
to the Quality Management plan when we work on the
scope management plan because quality will give you inputs about kind of standards
that you want to follow while working or creating
on that product or service. Service or some result that you're working on
through that project. So it's very important for us to refer to that
or kind of Project Life Cycle that you would like to follow
or the development approach that is being agreed to pound. So all of that would come from their
organizational process assets. So this will give us
an idea about what kind of internal standards that you like to follow
what kind of templates that you would refer
to Etc Enterprise environmental factors. You would refer to certain
internal and external factors, like for example, if I'm building on the CR
Sales management software. I would also like
to look into some of the market product and see
what is there in those products. And would there be any gap between what's their
what's available already and what we would like to build
so those Market factors or the products available in the
market would also have an impact on the overall plan that you're creating
for managing scope now, once you have a plan
in place, certainly, you need to be using
certain tools and techniques while creating this plan itself. The first is of course. Expert judgment, you
can talk to the people who have been doing this
for quite a while. These people will certainly
give us an idea about how to do it meetings. We can organize various meetings in order to engage
right stakeholders. We can also gather data and sort
of to discussions around it. So this couple of techniques
will certainly help us and what do we expect by the end
of scope management plan? Really what we get ultimately
is the scope management plan is what we get as output. So I would know how the scope is going
to be managed on. Project by referring to this plan and I would also
get requirement management plan. How am I going
to manage requirements on the project right from
Gathering requirements right from what kind of a techniques
and tools am I going to use Etc who are the stakeholders? Am I going to engage? So all of those answers would come from the
requirements management plan, including the traceability
of the requirements. So that's about
creating the plan. So once we have a plan in place, we know the approach
on this project that's going to be followed
when it comes to managing. Aging scope. Then I start working
on the next process which is collect requirements as a part
of collect requirement process. What do I have to do? Really? So this is a process
where we basically ensure that we gather all the needs
and requirements of customers, which will help
in meeting the objectives of the project that
we're working on. So, it could be manufacturing
some product that you are working on or coming
up with some result or some process or some service that you're trying. To launch in the market. So all of that could be a part
of the collect requirements depending on the kind of
objective that you have defined. So this will certainly
give us an idea about how to define the scope
of the product or project that we
were working on before we Define the scope. It's important to
gather requirements. And in order to do that. We'll have to use certain tools
and techniques we have to refer to certain artifacts which are already created
on the project by this time. So let's get on to it. What? Kind of tools and techniques
should we be using so before we get on to the tools
and techniques first of all, we need to refer
to certain artifacts, which I was just now
mentioning to you about like project Charter will help us
knowing the high-level scope of the project. And of course, I would also know who are some
of the stakeholders. I need to reach out
to project management plan. Largely. As I said scope management plan requirements management plan
stakeholder engagement plan. Some of these plants would be
definitely useful to me while working on Acting
requirements project documents. So I would also need to refer
to certain project documents like maybe assumption log
or lesson learned if there is any lesson
previously learned and if I want to ensure that those mistakes
wouldn't be occurring again. So that's very important. I would also need
stakeholder register which is very important because that will give me
the list of stakeholders whom I need to engage I
would also need to refer to business documents and one of the most important document
would be business case because business case
will help me in understanding the background context how this project is going
to give benefit to my customers Etc about
investment impacts all of that. Now most of the times there is
always the vendor engagement on the project something
on the other hand. So I would need
to know the agreements and those agreements will also give me an idea about
either the kind of scope impact that would have
on this project what kind of contribution the vendor
would have on this and stakeholders as
well Enterprise environment. Factors and organizational
process assets would be here as well pertaining
to collect requirements. What kind of a templates
do I need to use? What kind of techniques
do I need to use? So all of that would come
from here when I work on collect requirements. So these are some of the inputs that I would need to refer
to now what kind of tools and techniques would help me when I start Gathering
requirements on the project. What are the important tools
would be expert judgment. So I would reach out to people
who have done this in the past. I would talk to them I would try to First and their
perspectives your learnings and I will definitely engage
them in order to gather scoop. So maybe for example
business analyst would be one of the best examples. So we have people
who have been working in business analysis
for few years and they know how to conduct certain workshops
facilitated group workshops or conduct surveys
or interviews Etc. So I would reach out
to them in terms of gathering data again, there are various ways
through which I do that one of the way
could be brainstorming. Actions, I would conduct
face-to-face interviews and the other way
could be also benchmarking. So as I said if I'm working on a CRM software
for Sales Management, I would Benchmark it
against some well-known product in the market reputed
product in the market and to then try to find out gaps and that will help me
in analyzing the data and obviously gather
more data decision-making is definitely one
of the important tools that we use and they could be be
very small techniques that are used in decision-making like
simple voting technique just so that everybody
is engaged everybody's involved. There could be multi-criteria
decision analysis based on the various criterias how those criterias would impact the decision cost
quality resource availability. So many of these criterias
would be available for us to refer to
while making decisions definitely team skills
and interpersonal skills, like for example, whether do we have skills
in the team to conducting workshops like Nominal
group technique or observations and conversations
with some senior folks and even do we have the facilitation skills
within our team members. So that facilitated workshops
could be conducted and all of these would have certainly
an impact data representations. Like Affinity diagram
could be one of the examples in data representation
context diagrams prototype. So these are some
of the techniques which will definitely
help you in engaging your stakeholders from whom
you we'll be gathering data and of course requirements
related requirements on the project. All right. So what do we get by the end of collect requirement
process in the form of output you will get requirements documentation
requirement documentation would have whatever the template which is used
in your organization. You would have that and requirements
traceability Matrix. These are the couple of outputs that we can think of getting
out of this process. So requirement documentation is where all the requirements are captured and we have
traceability Matrix and that's where we try to see. How do we Establish stress
ability of that requirement through the project lifecycle so they could be
a backward press ability or forward disability. We see to it that once we pick up the requirement
from the requirement specification document. We are analyzing it
we're designing it coding is happening testing
is happening. And then it's a part
of the implementation plan and it's deployed successfully. So that's the
forward stress ability. Similarly. We can do the backward
accessibility as well. Let's move on to Define scope. This is so once we
have defined the requirement or scope management plan. Once we've gathered requirements
then based on the requirements. We have to Define scope. So how do we do that? And what happens
largely as part of this? So as one of the defining
scope you would see that basically we're
trying to describe what we are going to build what we are going
to create as part of this project and product. So whatever the product
outcome or result that you're trying
to achieve here. Now you're going to Define
them together with stakeholders and you're going to be on the same page
about what it is like and this is where you'll also
be capturing about the in scope and how scope items
what is in scope. As a part of this project. What is not part
of this project? So for example, if you are producing
some software and that software is supporting only one language,
which is English. So we need to be explicitly
mentioning about that or if it is. Two languages, so we have to mention
explicitly about that and it doesn't support
Beyond these two languages or three languages which is being agreed
between you and the customer acceptance criteria
for each of the deliverables that we produced by the end
of each phase needs to be also explicitly captured. For example, when we talk about as part
of the acceptance criteria, when you come up
with the requirement specification document as one of the deliverables so then has
to be some acceptance criteria agreed between when the I
will sign off that document when it fulfills
certain acceptance criterias. So those needs to be explicitly
put down here as a part of defining scope. What do we use really when it comes to the input
to defining scope process. We refer to the project
Charter project management plan certain documents Enterprise environmental factors and organizational
process assets. So in terms of project
management plan will refer to scope management plan in particular and in terms of
certain project documents whew. Numbers that I gave
like assumption log if there is any assumption
around when we try to Define scope will have
to explicitly mention about that assumption and that really helps us
and we can also refer to requirements documentation
things like Risk register Etc. So those are also
very useful to refer to while working on this process
what kind of tools and techniques can we
use expert judgment is one such a technique which is used in most of
the processes that we work on. It's very useful we can use
decision-making like few things that I mentioned earlier
as well multi-criteria decision analysis kind
of a thing data analysis again, trying to find out
what are the options that we have and how we can
choose the best possible option. So sorry for alternative
analysis interpersonal and team skills. So this is where
your facilitation skills will come into picture. Even if you want to run
the meeting you need those skills without which
you won't be able to do that and product analysis in order to find out
what is in scope. Out of the scope
of the product and one that we are building so
we have to do the analysis of the product. What do we expect by the end
of this process by the end of this process? We should have project
scope statement with us. So project scope statement. Will Define ultimately
about the product or a project that
you're working on and largely what we want to achieve or what we want to build
in that product or the project and certain project documents
will get updated as well. Like for example
during your Experience of defining scope if you come across any
assumption you would like to log that you want to also update
requirement documentation. If in case there
has been any change that you observed you need
to also go back and do that requirements traceability
Matrix needs to be updated because now you have identified all the requirements put
it into disability. So you can update that if there is impact at
all and stakeholder register based on your
interaction with stakeholder if you come across any Inch
then you would need to also did that. So now we have defined
the scope management plan. We have started Gathering requirements
based on requirements. We have also created sort
of a scoop for that product or the project that
we're working on. It's time now for us to break down
that into smaller packages, which will make
our life easy to work on and that's the part
of your create WBS. So w is is your work breakdown
structure and as a part of work breakdown structure What
you try to achieve really when we break down
work into something which is more manageable
something which is easy to estimate something which is easy to plan and most importantly based on
this work breakdown structure. We actually come up
with dependencies. We come up with schedule we
come up with an estimate. So it's definitely
very important for us to work about so
work breakdown structure is one of the important processes
within the project management and we need Make sure
each work package that we create is broken
down at such a level that we can estimate it. It's not a large
chunk of requirement. It's a small
chunk of requirement. So if you're working
on hardware part, then you should be able
to break it down into the smaller smaller component
smaller smaller deliverables so that you can estimate in terms of networking
requirements in terms of Hardware server
requirements in terms of the other middlewares that you would need to build that so those needs
to be very clearly defined. And so that we can estimate
for each of these things. What's the time required? What's the money required and then we can
derive the schedule and budget out of it. So to do that we need to certainly refer
to certain inputs project management plan project document
some of the documents which I mentioned earlier as well Enterprise
environmental factors and the OPA is or
organizational process assets. Like for example, when we create WBS there are
various ways of creating WBS so you can Well phased way you
can divide your entire project into various phases and you can just go on like
for example requirement as a phase design as
a phase development as a phase and within each
of these phases you try to break down your scope items into the smaller more
manageable packages. So if it is requirement, then you would basically come up
with how are you going to manage your requirements requirements
specification document. So that is one
of the deliverables. How are you going to collect? Like requirements, what are the various techniques which go to work
on each of these so you try to Define
these deliverables as small as possible which we can then
assign to people later on in the form of tasks. And then obviously you
will be also useful when we estimate things as well. What kind of tools
and techniques can be used. I think when it
comes to create WBS, there are a couple of things
that we can do most important technique here is decomposition. Now as the name itself says
the composition is all about Come down your larger
piece of requirement into the small ones. So whatever the scope item
that you're working on. Just try to break it off
into the small pieces, which is like we call
it as a work package and that work package is small
enough to be completed within maybe around
40 hours or so. So that's the rule of 40 that they follow
but it could vary so it could be 40 hours to 80 hours something which we
can estimate something which is you know, easy to learn about and
which will also help us in the form of inputs when it comes
to estimation of schedule and the budget expert judgment. We can certainly engage
certain smes into this and take the views as well what we get by the end of this
we'll get scope Baseline. And what we will get is
the project documents Edition. So project documents
will get updated score Baseline is something
which is very important because you would
Baseline your scope now we use a lot of different tools
on the project. You might be using Ms. Projects, you might Be using for example Clarity there are
certain tools are available or simple people might be doing it in
the Excel spreadsheets as well. So once we defeat
Baseline the scope that any change over and above would be considered
as a new requirement and it has to go through
the Change Control Board Etc. Whatever the process that is being agreed
between you and the customer and the project documents again, some of the documents that I've already mentioned
to you could be assumption log or could be Stakeholder list so those will get updated
as a result of this. So if I have to just
quickly summarize what we've covered we started
off with scope management plan as one of the processes we
defined it and we created that now we know the approach on the project about managing
scope then we started off with how are we going to collect
requirements on the project? What kind of inputs we can refer
to what kind of tools and techniques can refer
to excetera based on that? We Define scope
of the project, so I have a scope. Right now and I also have
a disability metrics Etc. Now all this information
is going to be really useful when I do the next process
which is about validating scope. So validating scope is
all about understanding whatever the deliverables
are have completed whether those deliverables meet
acceptance criteria or not. So there is something called
as the acceptance process and this acceptance process
will certainly help us in increasing the probability
of final product. Service or result acceptance and this is clearly
defined between you and the customers
for each deliverable that we are producing
what is acceptance criteria. So if it is a high
level design document that I'm producing
on the project, when would my customer
accept that or when with my customer approved
that high level design document? So I move on to the low
level design document if you're working
in a waterfall way so while its scope is important
process from that point of view. What we can use
as part of input, of course, we need to refer
to project management plan, especially scope requirement and the scope Baseline
these three things are important from validate scoop on a view. So I would refer to the requirement management
plan and the school Baseline, of course project documents. Like there are certain documents
that we can refer to Here For example Lessons
Learned document or if I have got a quality reports or certain requirement
documentation and most importantly traceability Matrix. So I'll refer to
the traceability Matrix as well. Then I would have verified
deliverable which is the one that you have actually
produced and verified and work performance data. So work performance data
would have the actual progress of the work that you're making
on the project typically work performance data
is captured in the tool that you're using. So if you're using Ms projects, or if you're using Clarity,
whichever the tool that you're using your actual
work forms data is captured. So what's your plan? Activities and what's
your actual activities that you have completed? So all this data
is captured as part of that what kind of tools
and techniques can be used here, especially in validating scope. You would have few things couple
of things at least that you can use
when it's about inspection. So you are actually
inspecting that okay, there are certain
acceptance criteria that are given by the customer and I have already
produced a deliverable. So does it really meet
the acceptance criteria or not? So I'm doing
these regular inspections which will actually help me
in getting closer and closer to the acceptance criteria
of the deliverable that I'm producing and obviously decision-making
techniques would certainly help in terms of getting opinion
from people as well. What do I get out of this? I would get the accepted
deliverable by the end of this process. I would know whether my customers have
already accepted it considering that this meets
acceptance criteria or not work performance information. So work performance information
will be one of the output as I mentioned. It will come from the tool if there is any change
at all during the raviv during the inspection. Typically what happens
you're showing the deliverable to the customer
and you're trying to show that have it meets
acceptance criteria, but they could be changed. They could be like based on
what you have shown to the customer customer might just
suggest you few changes. So that might be a part
of a change request which will follow
the change request cycle and certain project documents
will get updated like Lessons Learned document
or requirements document. Or even for that matter
requirement traceability document would also
get updated if required. So this is what we can expect
out of validate scope process. So now that we have done
like we've come up with a plan. We have gathered requirements. We've defined the scope. We also validated requirements. It's important now for us to control
that so that the score creep can be avoided scope creep
avoidance is very important. And that's where the project
managers role comes into picture ensuring
that The scope is defined. So well that there is no need
or scope creep doesn't happen. So let's talk about last
and the most important process which is about control scope as
part of control scope will look into first of all, what is it really? This comes as part of the
monitoring process and this is where we try to monitor status
of the project and product scope and whatever the changes are
there needs to be incorporated to the scope Baseline, which is maintained
throughout the project as we Discussed already that
once we have defined the scope. We have to also come up
with the scope Baseline, right? So once it is Baseline, once it is agreed or an above
if there is any change it has to go through a change process. So that's the part
of your control scope and monitoring what kind of inputs I need to refer
to for this I would need. Of course the
project management plan. I would need project documents
work performance data and Opie is so all of these we have already
discussed earlier as well. Well, so like for example
in this case project documents, like I would need
Lessons Learned documents which will be very useful
to me and that's all the tools and techniques which will be useful
like data analysis. I would do the trend analysis. For example, I would also be able to do the alternative
analysis Etc and based on that what I will get as a part of the control scope is
the work performance. So work performance. This is where I
will come to know about. What's the kind of progress
are making on the project. Is it in line? What I have planned or is it like I'm behind the schedule
or ahead of the schedule or how am I doing since we're talking
about scope then how am I doing with respect
to the scope change requests if there is any new change that the customer
would like to introduce so that will definitely
be the output which will go to the process where the change is going to be processed project
management plan will get updated if you acquired project documents might get
updated stakeholder register or for that matter assumption
log traceability Matrix. So any of these documents wherever there is
impact as a result of the control scope process
would need to be updated. So this covers all the processes
that we have to cover as a part of the project scope management
project schedule management. We have to talk about some
of the important topics associated with project
schedule Management. In fact, one
of the important change that the PMI has done as a part
of the pmbok 6th edition. Involves We Now call it as
schedule management and not just the time management. So it's important for us to understand
why schedule management and what are some
of the important processes within this knowledge area that we need to understand
not only just from exam point of view, but also from the implementation from this project schedule
management point of view. So today's webinar is basically
a very high level overview on Project schedule management. We will be talking
about about the project schedule the various
processes within that and how to manage the
project schedule effectively. So let's get started with the project
schedule management webinar. Now, as you all know project schedule is
very very important, especially from the point
of view of the project manager because project manager
is ultimately responsible for ensuring that the project is delivered
within the schedule and hence as I And earlier that the schedule management is one of the most
important knowledge areas that we have within the ten knowledge areas
that we talked about. So apart from the
other knowledge areas that we cover as a part of
the project management trainings like Risk Management or for that matter stakeholder management
Resource Management Etc. One of the important
one is definitely the project schedule Management
in this webinar today. What we will talk
about is basically within the schedule management. What are some of of
the important tools and the techniques that we can use in order to manage the schedule
effectively in order to derive and develop the skill
of the project effectively. So we will take a look
at those skills tools and techniques that are required
and apart from that. We will also look
into the monitoring and controlling aspects of the project because
as I mentioned that once we get started
with the project activities, it's very very important for us to ensure
that we control and manage those activities. In order to deliver the project
within the agreed schedule, we will definitely talk about
how to do the monitoring and controlling of
the scheduling activities. Not only that. We are also understand the importance of timely
completion of the project. And in order to achieve that how we can approach the
schedule management activities in an organized manner so that we will have a better
control over the schedule that we have derived. So we are going
to actually go through all the processes Within. In the schedule management
at a high level so talking about the project schedule. Now, it's important for us to understand few aspects
around the schedule management. First is of course
the scheduling methods there are various scheduling methods
that we use now when we talk about scheduling as you know that we approach
the project scheduling in a very systematic manner
when we refer to the pmbok while working on the projects because pmbok has prescribed and has given
the various guidelines and Given various principles for doing the effective
schedule management. There are certain
scheduling methods which are also being given to us and they are available
to us which we can refer to while working and deriving
the project schedule. So project information will
definitely is going to be one of the important factors while
deriving the project schedule because that's going
to be the input for us when we arrived
at the project schedule. So if you look
at this information, whatever you see on the slide
like this the project. Information is input
based on which we can derive the schedule using
the scheduling tools and with the right set of skills that you possess as
a project manager or as a part of the project that
you're working on. Then you will be able to derive the project
schedule effectively. So there are these aspects
there are these components when we work
on the schedule management. We need to have enough
information about the activities about the phases about the Milestones about the
project background context Etc. And then once we have That we can apply the right scheduling tools
which we are going to talk about very soon and there are
certain scheduling methods which we can use as well
in order to approach the deriving of the schedule
in a very very organized manner. So that's how it typically
happens on the project what we get at the end is
basically the plan so when we actually begin working on the schedule
management activities, one of the important
part is coming up with the schedule model, so that's where we
essentially capture. ER the various dates of the key
Milestones of the Key activities and we come up
with a schedule model which can be then tracked
across the Project Life Cycle. So all these things are very very important from schedule
management point of view. And if these things
are in place, then you will be able
to effectively manage the schedule of the project. So let's talk about the tailoring aspect
of the schedule management. Now if you see
the pmbok sixth edition, it definitely focuses more
on the tailoring aspect. The process and that's definitely very
important as a consultant when we go to the organization's and when we try to work
with those teams, one of the important
responsibilities that we have is how we can tailor
the existing process in order to make
it more effective in order to make it in such
a way Taylor it in such a way that the project teams can find
it very easy to implement. So some of the tailoring aspects
we will talk about so when we talk about
the scheduling process particularly one of the We need to take into consideration
is the life cycle approach. So there are various life cycles
of the project that we talk about it could be adaptive
life cycle predictive life cycle or hybrid life cycles, or we have the iterative
and incremental life cycle. So which Project Life Cycle
typically you are going to adopt to or you're going
to basically apply or which is that approach of the
or for the project lifecycle. Have you really chosen
or have you agreed as a team? So that's one
of the important inputs which needs to be considered availability of Sources
will actually help us in tailoring the process
especially with respect to the schedule because we need to come up with we need to have
the resource calendar in place. We need to do the resource
smoothening activities. We also need to do the
resource leveling activities. So for that all you need to know what is the resource
availability Technology support also has important role to play. So if you have a better
technology in place, they're obviously
while doing the estimation of the activities you
would factor that in so if you're working
on an it For example, and if you have the right set
up automation Tools in place, if you have a continuous
integration continuous delivery pipeline in place, then obviously that will make that much easier doing
those activities with respect to release management or with respect to deployment
of the software package from one environment
to the other environment. So that will have an impact on
the duration of the activities and various project Dimensions, which could be from
the customers point of view. It could be from the scope point
of view or it could be other Angles of the project or dimensions of the projects
that we talked about. So these things needs
to be taken into consideration, especially with respect to coming up with the project
schedule now talking about the various processes
on the schedule part of the project. Let's just first understand
the various processes that are involved as a part
of the schedule management. It starts with planning and
that's how typically it happens if you pick up
any knowledge area one of the The important things that we should be doing
is the planning and once we have a plan in place that will make it
that much easier for us to then just
stick to the plan or just refer to the plan and execute the schedule
management activities. So once we have a plan in place, we try to understand
what activities are involved into this project. So whichever the project
that you are working on, it could be research
and development project. It could be an IT
product development project or it could be any manufacturing
project that you're working on. So what are some
of the activities that are involved
into the project so you come up with the list
of those activities once we have
a list of activities, we need to understand the
sequencing of those activities and this is where we take into
consideration the dependencies. What is the dependency
of one activity over other and for that at times we need to factor
in various assumptions and all that needs to
be also documented. So hence, the next process is
sequence activities followed with which once we have
a list of activities. These once we know the
sequencing of the activities, then we can certainly
come up with the duration that is required
to complete that activity. So if it is requirement
Gathering as a phase within the IT project and we have activity of conducting the requirement
Gathering Workshop. So once we know the sequencing
of this activity, then we can certainly be able
to estimate the duration that is required to perform the requirement
of gathering Workshop. So that's how quickly
it happens and then once we put together All
the activities and we estimate activity duration
of each of the activities that we have listed down. We just put it together and we can just roll it up
or we can just totally top in order to come up
with the project schedule. Once we have
a schedule in place. It's important for us then
to continuously Monitor and control that schedule. So it's a very very logical sequence of the
schedule management processes. We start with planning and we
end with trolling the plan controlling the schedule
that we come up with. So now what we'll do is we
will understand these processes bit in more detail. Now, we have
a training program on PMP. That's where we discuss all
these processes in depth and we spend hours together on just understanding the
screed management activities. So as I said, this is one of the
important knowledge areas and definitely this knowledge
area consumes good amount of time within the PMP
training program as well. So on this webinar, we may not be able
to achieve or cover. These topics with the same
depth of knowledge, but we will certainly be able
to cover in terms of width and what all is there at a high level from the basic
fundamentals perspective. So starting with the planning
part whenever we come up with the planning aspect of the schedule management the way this whole
thing is organized. I'm sure by now some
of you may be knowing that we have certain inputs that we consider for each of
the processes that we work on. There are always certain inputs that we consider and then
there are certain tools and techniques That
we need to use and what we get by the end
of the process is some output. So we have also
organized these slides in the similar manner. So for each of these processes, we will be understanding
what are some of the key inputs for the process. What are some
of the tools and techniques that we can use in order to
effectively work on the process and what we can expect
by the end of that process. So let's just get started with the first process
within the schedule management, which is planned
schedule manage. Starting with the planning
aspect just understanding the background of this process. So this is the process where we will be coming
up with the plan for schedule management. So what will activities we should be performing as a part
of the schedule management is what is documented here? What are the procedures
with respect to those activities What policies we
should be adhering to what kind of a schedule
model for example, we should be following what kind of estimation Technique
we should be a following. So all those things needs to be certainly Third
as a part of this plan, so we will definitely be able
to do the effective planning will be able to
develop manage execute and control the project schedule if all those things
are documented effectively, like for example, what is going to be my Approach when it comes
to the sequencing of activities, right so I can
document that approach. What is going to be
the estimation technique that I should be using. Is it the port technique that I will be using or is
it the bottom of estimation that I will be using or should we be using
on the project estimation? And the analogous estimation or should we be using
the expert judgement Etc. So collectively as a team, we actually agree to that
and we document it we put it together in the plan. Now this also gives guidance. This also gives Direction on the project while working
throughout the project. We need to refer to the plan
wherever we are stuck or if in case the project manager
is not available if team wants to refer to the plan and get going
I think this is the document that we can look forward. To so plan is very important not to starting with the inputs
for each of these processes. As I mentioned. Let's understand
for planning part. What kind of input that we can look forward
to certainly when we do the project management as part
of the scheduling part. It's important for us
to know the scope now. We are coming up
with the schedule. Remember that we're working
on the project and we're coming up
with the project schedule. Now in order to do that. We need to know
the list of activities. We need to know the sequencing
of the activities. We need to estimate
those activities. Now for that we need
to obviously know what is the project scope
and any other information which you might get
from the various documents on the project could be
the project Charter is one of the important input that we can refer to that law. Also, give us an idea about some
of the key Milestones suppose. When am I supposed to be completing the requirements
specification document? When am I supposed to be
completing the high level design or the low level design
or the built activities? What is the date by which
when I should be taking yup, the uat sign off or
the business acceptance testing or user acceptance
testing sign of Etc. So those are some of the key
Milestones on the project that I should be aware about which will come from the project
Charter now apart from that. There are also a few more things that we need to be aware about while working on
the scheduling aspect of the project the other area of the input that we talked
about is Enterprise environmental factors. So there are certain factors
as an organization. There are certain internal
and external factors, which will How an impact one
of the examples could be the cultural aspects
of the organization? How is the overall culture and the structure
of the organization? Is it to hierarchical structure? How is the general culture? Is it to inclusive or is it
too much process-oriented? Is it autocratic? So what kind of leadership style
generally this followed so some of these aspects
will also have an impact resource availability. What kind of project management
software are you using there are various example of the p.m. Software's some of you maybe
already use Seeing softwares, like maybe there are software is
from the Microsoft. So MS project could be
one of the example or there is prime Vera
or clarities there from CA so there are various
such a software's which are there for managing the project
for managing the schedule. So which one are you using
or the commercial aspects that are published
on the project? So some of these things will
have an impact as well as inputs to the planning part apart from that there is
something called as oh PS which is nothing but or It
has a tional process assets. Now, you will find the
Enterprise environmental factors and organizational process
assets will have an impact or will be the input factors in many processes almost
in all the processes. So if you talk about o PS o PS
will give us a lot of data about the historical information about the project
so very very useful, especially if you
are implementing the techniques like analog is estimation historically estimation
or parametric estimation. These data will be be
very useful to refer to or if you want
to refer to the plan. What kind of a template
are we going to use for schedule management plan? So that template will come
from the Opie's. So these are some of the inputs that we can look forward
to what kind of tools and techniques can be used
on this expert judgment so we can engage people who have got previous experience
of doing the schedule management and take their inputs. We can analyze the data we
can analyze the data and this data could be basically
the alternative analysis. So for example
make By decisions. So if we have
the problem statement, if you have the context of the project then obviously
the kind of solution that is being agreed that will also have
an impact on the planning that you're doing
for the schedule management. So we have to analyze the data
or reserves analysis would be one example
so management reserves. How would those be put
into the plan or for that matter certain buffers
that we come up with? So how do we go
about doing or putting that while working on the plan? So we have to analyze the data? And that actually helps meetings
could be very simple yet very very important tool that we use
on the project and meetings. We need to know when to conduct
the meetings whom to invite for the meetings and how we can engage all
the stakeholders effectively in order to come up with the plan for doing
the schedule management. Now, what do we get
at the end of this process is obviously will get
the schedule management plan. So schedule management plan
will essentially have some of the important aspects
like the schedule model. What is my project schedule? So as I mentioned
the project schedule model is nothing but my project
schedule with some of the key date some of the key Milestones some of
the Key activities included into that level of accuracy. What kind of level
of accuracy should I consider? So is it like
and that's something which needs to be agreed by
everybody all the stakeholders. So when I am I doing
the estimation would it be okay with the 10% plus or minus
as far as the estimation of the activity
duration is concerned or should it be 20% or should it
be just five percent. So depending on the the project
depending on the stakeholder agreement you come up
with the level of accuracy that's required unit
of measurement. What are we doing
in the estimation? Is it in ours? Is it in person days? What is that unit that you're going
to use control threshold? So as I said that when we come up
with the estimation, so we need to know that how much should
be the threshold how much should be
the upper limit or the lower limit which we
can still withstand with which we can still lose weight, you know in the variations so we should be knowing
that like in level of accuracy. We say what Confidence level
with which we are planning this activity similarly control
threshold will have the positive and negative in terms of plus or minus control threshold
for the schedule of the project so it could be maybe plus 10 and the minus 10% scale
variations are allowed. Okay or is fine basically
something which you know, everybody is agreed that control threshold
or five percent plus or minus or 10 percent
plus or minus is something that could be absorbed. Then the project schedule
model maintenance of This is where we talk about
the monitoring part of it. So how we can
monitor the schedule how we can come up
with the variances and monitor it effectively and
organizational procedures links. So that will come from your oh PS and
that will be a part of oh PS later as well rules
of performance measurements. How are you going to do
the performance measurement on the project? However, we go to from where this data will come
release an iteration length. So if you are working
in small iterations so we can also agree upon
whether iteration should be three weeks or four weeks
or what should be the duration. Reporting formats
if you are using any tool, so should it be automated or
how it should be so that talks about the planning aspect
of the project. So that is
the first process now, we are moving
to the next process which is about defining activity. So once we have
the plan in place, how are we going to approach
the schedule management and what's their plan for doing that then I can get started
with the first activity which is my defining activities. That's another important process
that we need to work about. So, this is the process. Is where we come up
with the various activities by referring to the scope
of the project. So once I have a scope
in place, obviously, what I would be doing
is referring to the scope. I will come up with some
of the key deliverables of the project. I will break them down
into the smaller work packages and those will be then
broken further down into the activities then each of these activities
can be then estimated. So if it is the requirements
then requirements will be broken down into the various
smaller activities. So I Certainly be able to share
with you a very quick example, which will help us
in relating it better as well. So as you can see
on the screen here, so if it is a project management as one of the phase
that we are working on so we could be performing
various activities. It could be identifying
the focus group targets or perform the focus group
meetings or conduct surveys. So these are some
of the activities that we have agreed upon. So I have a work package by the name project requirements
a project requirement is for the the broken
into various activities. This is what essentially this
talks about defining activities. So one of the thing
that we use here the technique that we use here
is a decomposition. We decompose these work packages
into these smaller activities, which will then help us
in estimating better. What input can be use in terms
of defining activities. First is a post. We refer to the project
management plan in order to understand the approach that we are going to use
on defining activities. We will also be able To refer to some of the internal
and external factors like if there is some commercial
information available, which is published and I can refer
to that information in order to come up
with the estimation. So that could be one factor. It could be the PM is which is project
management information system. So it could be Ms projects
or it could be prime Vera or it could be Clarity
whichever the tool that you are using under. Oh PS I can refer
to some of the processes how we can do the activity
decomposition for Apple or how I can refer to some
of the past knowledge on this project so they could be
the knowledge repositories, which I can refer to which
will give me some insights into doing the activity
definitions as well as some planning informal
planning activities could also be scheduled. So that's the input
what kind of tools and techniques I can think of
when I Define the activities I can certainly take
opinions of the exports who can give us idea about
how we should be breaking down these work packages
into a Wood is how I can Define the work
Packages Etc decomposition is a technique which
I told you about so I can break down
this work package into the various activities. So requirement is broken down into various activities as I
took this example similarly, we can also use
the technique called as rolling wave planning
now rolling with planning and something called as
a progressive elaboration goes hand in hand. So as we go ahead working on the project
think starts unfolding and we keep on getting
more and more information. About the phase is about the Milestones about
the requirements scope Etc. So ruling we have planned is nothing but like
whatever the information that I have today
based on that I do a bit of a detailed planning
for next one month or two month and the information that I may not be
having in detail, maybe after two months
or after three months or four next three months. I would do
the high level planning. So the detailed planning
for one month or two months or maybe a three months. Okay, or could be
just For 15 days and then high level planning
for rest of the time period so that's the thing but by
Rolling wave planning so that another technique which we can use
meetings again something which is very useful always what we expect by the end
of defining activities process. The first thing is, of course, we will come up
with a list of activities like the one that I showed you. So if I have a requirement
as a work package that I can break down
that into various activities what I would get by the end
of this process is the list of Activities the another thing
is activity attributes. Every activity will have
its own attributes. So for example, if it is identify focus
group targets is an activity. Then I would need to put some attributes around this
it could be assumptions for this activity start date end
date dependencies of succeeding proceeding activity Etc. So those things will be
a part of the attributes of the activities and those attributes
will certainly help us in estimating the duration as
well as we go Milestone list for each of these projects
will have key Milestones like by the end of
the project requirement phase. What I will get is
Project requirement finalized or signed off or requirement
specification document. So that's my Milestone. So when I prepare this document that is going
to be my Milestone, so I need to know the list of
Milestones the change request. So since I am referring
to the scope, I am decomposing the scope. I am getting into the scope
in a very detailed manner so that means While interacting
with the stakeholders and the customers I would also
be able to sometimes get the change requests whatever
is missing to be added. So that might come as change request which we need to deal
with project management plan will also get updated with
respect to if there is anything that needs to be changed if there is any specific
learning we just go back and update the plan as well. So that's the defining activity. So just to quickly
summarize we started with the project schedule
management as one of the important knowledge area. So I told you that schedule management
starts with planning the Skrill management
for the project. Once we have a plan in place. That's where we Define the approach of doing
the schedule management. Then we come up with the list
of activities as a part of the defined activity process. So once we have
a list of activities, then the next logical thing
will be sequencing them. And that is what is done as a part
of sequence activities process. So let's get into the sequence
activity process correctly. So in this process as the name says Process is all
about just putting together the activities
and just sequencing them. So we need to understand
the dependencies and relation between the activities. So sometimes as I
mentioned we need to factor in the constraints
around activities. We need to factor
in the assumptions. So all of that will be
a part of your sequence in activities now
while doing this while sequencing the activities, what should I refer to as input the first thing
of course the plan so that will give me the approach about how am I
going to sequence activated? Beauty's so that's why
I plan is important. We also need to refer
to the school Baseline obviously because ultimately these activities are broken down
based on the kind of scope that we are working
on Project documents like activity attributes. So when I'm
a sequencing activities, I need to understand
the various aspects about the activity. So those are nothing
but the attributes so I need to know the Assumption
for each of the activity. I need to know the complexity
of each of the activity. Okay. I need to know the preceding
and succeeding activity. I need to know the other. Related to that activity so that I can sequence
them as well. So activity list obviously
is important assumption log as I mentioned
around the activities and the Milestone so that I can sequence
activity accordingly to achieve that Milestone under
EF or Enterprise environmental factors. We can also use p.m. Is tools as I
mentioned like Clarity or workbench could be another one or again sequencing
activities scheduling tool could be used specifically there
are certain scheduling tools like workbench could
be one of the all and organizational
work authorization system. So that will give you an idea
about who is going to work on what so that's another area which we can explore and rops we can refer
to some of the templates for sequencing activities if they're already defined and we can also get access
to various project files which will give
you a lot of inputs while working through this and what kind of tools
and techniques can we use while sequencing activities
the most important one here is precedence diagramming method. So as a part of The students
diagramming method we should be able to
put this activities into sequence by using
the activity on node or activity on Arrow
kind of a methods and I can just quickly show you how the Precedence diagramming
method looks like just for you to get an idea. So as you can see
here the Precedence diagramming method this is where we basically put
the activities on node and we just sequence them and we
put it in a diagrammatic manner so that we would know
how the activity flu. This one by one
and the overall flow of the activities
the flow of the work and at the same time that actually helps us
in understanding dependencies and sequencing them
better dependency determination. So that's another important
aspect and leads and lags so leads
and lags are nothing. But if I am saying that I have got a lead
over the activity that means I can actually start
the activity by three days or two days early, but sometimes there are lags. So that means I have to wait
for that activity to start so for activity to start
so Take a very quick example of let's say painting a house. So when you paint the house, you need to First remove
the flakes of the old paint and and stay cool
at is removed. You can't really start
the pending activity. So can I say that in order
to remove those flakes? I would need three days. So I can't start
the painting activity. At least we need to wait
for 3 days there. So there is a lag for painting which is a succeeding activity
in order to start that succeeding activity. I need to wait for At
least three days so that is my lag and sometimes there are
activities which we can start in parallel as well. So one of the quick example
could be you're working on a high level design
and the low level design so you have high
level design in hand, but I'm sure you know, you can also start working
on the low level design. So that means you
have got a lead and you can actually
start three days early or two days early. So those things also
actually helps later on when we decide
about fast-tracking and crashing of the project
and I'm going to talk about that as we proceed what
if we get By the end of it, obviously we should be getting
the desktop activities which are sequenced. So project schedule
Network diagram is what we should be getting
and as a result of any changes or as a result
of any new learning, even we update
the project documents. So that's what we
can certainly expect. So I'm just going
to show you very quickly the project Network diagram so that you will get a fair idea
about how the network diagram looks like and yeah, in fact, this could be one
of the example of the way Network diagram is drawn, so You will get it
from the tool itself these days because there are
effective tools which can give you the network diagram, which will then help
us in calculating the critical path Etc. So that was about sequencing
part of the activities, which we can do by using the PDM
or precedence diagram method. So that is something
which is very very useful Method All right, so moving to the next process which talks about
estimate activity duration. So when we estimate
the activity duration now, we have a list of activities we
have also sequence those a DVDs and created the network diagram. That's where we are. And now we have to estimate
the activity duration. So this is where essentially we come up
with the time period required for each of the activities. So if I have this list
of activities that I can easily come up
with the time period that is required
for conducting surveys or for preparing
the market research findings. I would need maybe 12 hours
or for consolidate analyze data. I would need maybe 18 hours so I would be Able to come up
with the estimation for each of these activities in
whatever the unit that's agreed and that's basically
agreed and put and captured in the plan and therefore
as a part of the inputs. One of the things
that is required is the project management plan which will give us an idea about schedule management
plan movie to the next part, which is another input is
of course some of the documents which we need to refer to
like activity attributes because when I'm doing the estimation, I need to refer to
the characteristics attributes of the a DVDs list of activities any assumption around the activity will help
any past lessons will help while estimating the duration, of course the rest of Milestones
which will help us, right? So if I know this particular
Milestone has to be completed by this particular date
and I need to then find out whether I can fit that into the schedule or not project team
will be actually doing the estimation as well and apart from that under the Enterprise
environmental factors. I'm just going to give
you some of the examples could be productivity metric which Which we can certainly
refer to productivity metric will help us in coming up with the estimation
for the activities. So if I know that the market research
data analysis previously took us maybe 18 hours now
on this project also, it could took 18 hours
at least right? So that kind
of a productivity analysis or the productivity metrics actually helps us in
understanding the productivity of the employees
of the team members and that will certainly
give give us input while doing this to Mission. Another thing could
be the location. One of the team members so it could also have
an impact the location of the team members
the time zone differences would also be having an impact and rops project calendar
needs to be referred to scheduling methodologies. We also need to refer to what is
this grilling methodology that we're going
to use really and there are various methodologies that we are going to touch
a pound very soon. So that time you will be able
to cover those in terms of technique tools and technique
for doing the estimation. One of the important tool is
of course expert judgment, which is very very simple yet
very powerful tool. Tool that we can use another
is analog is estimation. This is where we compare it
with the previous project and we estimate
the ongoing project parametric estimation is based
on the various parameters of the project and a very quick example
of the parametric estimation if we have to take like
let's say you're working on a software project
and there are certain parameters that we can think
of one other thing could be database connections
or input validations. So if I know that input validation is
a medium complex tasks and for that usually It takes
1 hour if it is medium complex. So if I have three such a task
to perform I can easily say that that will take three hours. So based on these parameters. I can actually come up
with the estimation three point estimation is also
called as the program evaluation and review technique
or put so this is where we factor in
the most likely pessimistic and the optimistic estimation. So all these three estimations
are put together and the activity duration is derived out of that and then
of course the meetings that's where we engage all
the stakeholders data analysis also helps us
the previous data analysis or for that matter even
factoring in various constraints of the project
and analyzing the data. So those things also
really gives us an idea about the various aspect of the scheduling decision
making techniques. So there are various options
that are explored when we are doing the scheduling
we can actually think of the various decision. So make or buy decision
could be one such example, so if I have to buy
this solution as it is, how long would it take And if I
have to build this completely, how long will it take? So make an by decision
bottom-up estimation is what we have been talking about here when we decompose
they were packaged into smaller activities and we estimate each
of the activity. We just totally
Turf from the bottom up and then we derive
the project schedule. Now, what do we expect by the
end of the activity duration? So obviously we should be
expecting the duration estimates for each of these activities
rolled it up at a project level. We get a duration
of the Project based. Is of estimates so
why are we estimating what we are estimating? So what is the basics
of the estimations? We can certainly document
as much as possible. When am I saying
that the data analysis of the market research
would take 18 hours so why is it so what is the basis for that? So maybe I have factored
some resources with some skills. Maybe I have factored. Maybe I've assumed probably that all the data is
available and there is no dependence or anybody. So what are those assumptions
one of those considerations for estimating? So that's my base. the best Dimension then in almost all the processes
you will find Project documents getting updated based
on the new information or based on the changes that you might be receiving
as part of the project so just to connect your back what are we covered
so far so we started with the schedule management
plan we created a plan then we started
with coming up with the list of activities then we sequenced
those activities we created the network diagram
Etc and then we started estimating the activity duration
for each of these activities he's so once we do that then obviously we
can come up with the schedule so let's understand how to come up with schedule as a part of the developed
schedule process so this is where we actually derive the project schedule based
on whatever the work that we have done so far and by referring to the schedule model as well
what kind of input can we think of the first thing is
of course the plan because plan always gives
us the approach for each of these processes
what is the approach that's decided on the Project
and that's why we need to keep referring to the plan. And since we are deriving
the schedule we need to refer to the scope Baseline as well. The other documents the project
documents like the attributes of the activity assumption log
biased only successor has to those documents will be
very useful here agreements. Now, we are talking
about developing a schedule. So if you are engaging
any third party, we have certain
agreements with them. So we need to also take
them into consideration. So that will factor
in those contractual. Commitments while developing
the schedule now, let's move on to the other
factors like Enterprise environmental factors. So we also need to refer to some
of the communication channels or scheduling tools, which will actually help us
in doing these things maybe in a bit professional way
with swiftly as well. So I did mention some
of the examples of the scheduling tools as
well communication channels. So for example, if you are engaging
the third party vendors, if you are engaging
the various stakeholders, how are you going
to communicate to them? What is The communication
Channel which is agreed upon. So that's another thing also the scheduling
mythology some of them which we already covered
what kind of tools and techniques can we use while developing schedule
the first is of course the network analysis. So we do the schedule
network analysis. I also showed you
the network diagram. So once we do
the network analysis, we actually come up
with the schedule. That's the minimum time that is required
to complete this project. What are some
of the critical tasks that needs to be performed and that's also a part
of your critical. Well path method so
critical part method as I mentioned to you that if the network
diagram is created. The critical path is nothing
but the path of the activities which we need to complete one
by one where there is no float. So you will not get
any extra time to perform those activities. So all those activities
instead we perform based on the estimated time that you have estimated
for those activities. So that is also the minimum time
that is required for you to complete the project. So that's your critical path. They could be Then
when critical path and it's important for us
to know those critical paths on the project data analysis. So again, we we did speak about data analysis as a
technique resource optimization. So how I can utilize
the resources effectively in order to be productive
on the project. The another technique
could be p.m. Is use of the project
management information systems. If you are not using it
already leads and lags, I did mention about
and schedule compression at times we might need to use the schedule compression
techniques like Fast tracking and crashing so fast
tracking is a technique where we actually start working
on the activities in parallel. So if you are bit
of behind the schedule and you want to fast-track, what you do is
that you identify the activities which you can start
working in parallel. So you do that crashing
on the other hand puts more people on the activities
crashing might increase the risk on the project. So we need to do need
to monitor it very very closely. But those are some of the
skills compression activities which will Discuss in detail in the PMP training program
Agile Release plan. So if you are working
in an agile way, we can also come up
with the lease plan. It could be quarterly release
or monthly release or you may even deploy it or release it
in production by the end of every Sprint depending
on your technical Readiness, depending on your technical
Excellence as well as the kind of team members
that you have on the project. What do we expect by the end
up develop schedule? Obviously, we should be
expecting the project schedule. So, let's take a quick look
at what do we expect? Like the first thing is going
to be schedule Baseline. So we come up with
the project schedule. This project would need
maybe six months to complete or one year to complete
or whatever the schedule that you have come up
with and whatever the unit that you have agreed
in which you have to present. The another thing is
the schedule data. So you have a date
of the Milestones. You have a basis
of estimation you have the sequencing of activities. So all this is nothing
but your scheduling data that you have
the project calendar so you would know
the key milestones and the key dates, too. Referred to track
project management plan updates on a regular basis
with any change requests if with any new learning
we need to do that. Yeah, so we just spoke about
the change requests as well. So once we have the project
schedule in place now, it's very important
for us to control that and this is what is covered as part of the
control schedule as a process. So control schedule
talks about now since we have the list of activities we
have sequence them. We also came up
with the duration for each of these activities we have also
Also come up with the resources that are going to work
on those activities. We also factored
in various things like skill constraints. We have done the analysis
Etc of those things and we come up with even
the schedule model which is giving us an idea
about various important dates and key Milestones as well. So how we can control that. So in order to control the
project schedule it's important for us to First refer
to some of the things like the project schedule
management plan itself as well as the scope base. The other thing that we
need to refer to is the list of project documents, so what are some
of those documents so it could be the activity list
it could be assumption log, it could be Milestone least to some of these documents
will be very important for us to refer
to another area is the OPA. So Opa will give you
an idea about monitoring and Reporting methods. So what are those monitoring
reporting method are you going to do with
the any statistical analysis or quantitative analysis
of the data or is it going to be just the qualitative analysis
by taking the feedback? Back the formal and
informal ways of doing the controlling as well. So that could be another quick
example work performance data is very important because once you start
performing or working on those activities, then you need to come
up with the data which will give you an idea
about what was planned and what is achieved. So that's planned versus actual data is nothing
but your work performance data, what kind of tools and techniques can be
used data analysis, which we did discuss
critical path method which we did Cover as well PM is
which is project management. Mission system which will give you some
of the ready-made mattresses in order to monitor the schedule effectively resource
optimization for ensuring that the schedule is managed
effectively Skrill compression. So again skills compression we've covered bit on that
as well and lead in lags. So again lead and lacks
we can certainly factor in and what we get by the end
of the control schedule activity is the work
performance information, which is nothing but what
was my planned schedule? What is my actual skin? A jewel which will
help me in deriving whether I am ahead
of the schedule with ramp behind the schedule
of the project or how am I performing schedule
forecast of based on the trend, then I can actually
forecast weather. Would we be able
to complete this project within the given schedule or would we go ahead of the schedule or would we
go behind the school? What would be the case so we can forecast it for
next 6 months or three months or whatever the time period that you have to
forecast change requests. So how we can factor
in those change requests? Maybe as a part of the change request system
management process project management plan will also
get updated as a result of that and certain documents
like assumption log, the Lessons Learned Exeter
will also get update today. We are going to look at
Cost management knowledge area defined in pmbok of PMI. So as part of cost
management knowledge area we are going to understand. What is Project cost management. Is all about overview
on cost management and cost management processes. So now let us look at what is Project cost
management is all about. So when we say
project cost management, we need to understand
it basically includes about the cost which gets
incurred the expanding value of the monetary investment, which is being done
by the organization. So project cost management
basically includes the processes involved in planning
estimating budgeting. Dancing funding managing
and controlling costs. So the project can be completed
within approved budget. So this requires
a detailed cost management plan where the cost of the resources which is required to be used
in the project as to bassist and understood
estimated and budgeted which provides the details
of how to plan manage and control the project cost in
relation to the cost base line and the cost variances. So project cost management plan
is one of the subsidiary plan. In project management plan. So techniques like
earned value management. Sorry used to check how the cost
performance is happening throughout the project. So primarily project cost
management is concerned with cost of resources needed to
complete the project activities and it will consider the effects
of project decisions on the subsequent recurring cost
of using maintaining and supporting the product
service or results of the project. So no further to understand what is cost management is all
about The overview of it so we need to look at what are
the tailoring considerations made while doing
the project cost management. So the tailoring considerations
includes Knowledge Management, estimating and budgeting
earned value management use of hir approach and governance
when as in Knowledge Management, so it is very important for an organization to have
a formal Knowledge Management and financial data
base repositories that project manager. Is required to use
that is readily accessible so that right decisions can be
made taken at the right time when I say estimating and
budgeting it requires to look at understanding approximating. What is the amount of money which is going to incur
in that particular project and accordingly the money the monetary resources has
to be allocated to the Project based on that project
will be delivered and project manager should ensure the project
will be delivered within that budgeted
value monetary value, which is allocated. The project so on value
management is a technique. What is used to check how the project management
relating to cost Management in specific schedule management
has been less scope management how it is performing comparison with the baselines of
these triple constraints defined in the baselines of the project
using agile approach which means depending
on what kind of approach is required
for the project scenario. So use of agile approach
will be considered accordingly. Not necessarily that Agile
approach should be applicable to all the projects
which is being done. So governess governance when we say it's all
about an authority one which sets the directions and it is very essential
to have such directions set. So that necessary controls are established through policies
procedures and guidelines. So next type of cost we come
across involves fixed cost variable cost direct costs
indirect cost and sunk cost when I say fixed. So these are the cost that do not change throughout
the Project Life Cycle. For example, if a construction of a road
is happening the excavators and bulldozers are fixed cost. Whereas when I
say variable cost. So the cost of this varies
throughout the project, for example how early labor cost
of material could vary as the project progresses. So indirect cost and direct cost if you look at that direct
and indirect costs direct cost refers to the That cost which clearly assigned
to the project on the labor materials, which are directly
involved in the project when I say indirect cost. It is basically speaks
about the cost involved in administration
basically overhead cost like indirect materials
utilities tax Insurance property repairs Etc. So sunk cost basically
refers to that cost which cannot be recovered after
incurring it for example cost which is been incurred while paying rent
for the Jake facility what is being utilized
for doing the project that cannot come back
that is called sunk cost. So analyzing various
different types of cost will become very essential so that estimation approximation
and allocation of budget and also this understanding of the cost will also help in
making right decisions justify whether we need
to include such costs or not in the projects further. Let us go and look at understanding
cost management processes. So cost management processes. Includes basically four processes Plan cost
management estimate cost vitamin budget and control cost when I say Plan cost management Plan cost management
estimate cost management and determine budget are part of
planning process group. Whereas control cost
false in the monitoring and controlling process group. Now, let us look
at Plan cost management. So plan cost management
is the process of defining how the Project's cost
will be estimated. Deterred managed
Monitor and control. So it is the initial process
of cost management where one has to Define how the cost of the project will
be looked at after estimation that needs to be monitored. How are we going
to monitor and control? What is that particular cost? It goes and incurs
for a given project. So generally the techniques like
WBS work breakdown structure, which is basically done
in scope management is considered and when you
do work breakdown structure, basically the technique
of decomposition is used to Break down the product
into multiple levels and cost will be allocated
from the bottom level of the WPS and it is bottom up estimating
mu consolidate upwards. So many techniques
are used to do that, like expert judgments
analogous estimation parametric estimation, three
point estimation participation. So these estimations includes basically the labor it lies
the materialize the equipment what is used as part
of the project all this will become a Costco. potent so this process Plan
cost management process gives a rough outline of the number
of resources involved and shows the optimum path
to the manage the project cost throughout the Project
Life Cycle inputs to this process includes project Charter
project management plan, basically schedule management
plan and risk management plan Enterprise environmental factors and organizational process
assets the tools and techniques, which are used for Plan cost
management process should be expert Aunt data analysis and meetings the output of this process would be
cost management plan. So cost management plan is one
of the subsidiary plans where this particular plan
will go and get consolidate into a bigger plan along
with other subsidiary plans. So when I say other subsidiary
plans we need to think about the scope management
plan should yield management plan quality
management plan likewise. We have a nine knowledge areas
means nine subsidiary plants and all of these are So related in integration
management knowledge area and you'll have
a full plan Consolidated. So next process is estimate cost
when I say estimate cost. It is a process of developing
an approximation of cost of resources needed
to complete the project work. So this is the second process in the project cost management
after the cost management plan that helps in estimating the
cost of the resources required for the project completion since cost is
an important variable that ensures projects. Access one has
to be very careful while producing the estimated
amount of total project cost. So throughout the
Project Life Cycle. This process is performed
at periodical intervals. A project manager uses
various methods to estimate cost depending on amount
of information available. So inputs to this process
is project management plan, like cost management plan
quality management plan scope Baseline project
scope statement work. Breakdown structure
WBS dictionary project. Friends, like Lessons
Learned register project schedule resource
requirement risk register, then Enterprise environmental factors and
organizational process assets. The tools used as part of this particular
process estimate cost would be expert judgment where involvement of the experts
mainly Financial experts experts who understand that
particular project domain and the cost of it. So analog is estimation where consideration
of historical information in terms of what was
the estimation in early. ER project how much it took
to deliver this or do this activity or to acquire
some resources based on that? You would do the estimation
parametric estimation extension of analog is estimation where the parameter
of current scenario is considered along
with historical information and estimation is done
bottom-up estimation. As I mentioned earlier, you will have a work breakdown
structure at the bottom of the work breakdown structure. You are going to look
at what are the resources required to accomplish
that particular feature. Functionality or output
at the same time looking at what activities are involved
what effort is involved and estimating based
on that then once it is done
at the lower level of WBS that will be
Consolidated upwards. Once it is Consolidated
at the higher level of the wb's one will have
a entire estimation for the project. So next is
three point estimation where the estimation of optimistic pessimistic sand
most likely estimates are taken and average of that is obtained. So this requires a lot
of discussion with then experts the one who think that without any issues what could be
the estimation considering what are the issues which would occur
and what is that optimally? I can accomplish
so pessimistic optimistic and most likely we were taken
while taking the average of it. So data analysis checking
on all the data what is available relating
to this project and resources of this project deliverables
of this project and analyzing to estimate it then project management
information system. So this helps to provide
a lot of informations and also a It's and approaches which would help in terms
of estimating the cost. So decision making means decision-making techniques
involves a lot of exercise in terms of involving
various different experts or maybe the people who are involved in the delivery
people o understands the technology people who understand the Dynamics
associated with the project and facilitate that discussions
and make the decision. So output of this process
includes cost estimates basis of estimates when we
say basis of estimates, why are we saying it is so much. Much. So if your estimated cost
for certain particular activity to be completed, why are we seeing
so much of estimate? What is the reason so justifying that so basis
of estimate provides to the details then
project documents updates. So next process would
be determine budget. So determine budget is
the process of aggregating the estimated cost
of individual activities or work packages and establishing the
authorized cost base line. So this is a third process
in cost management. Egeria, so this
involves the activities or tasks summed up to identify. What is that particular? Cause Baseline would
be so cost base line of the budget include
all the authorized funds that are essential
for project execution. So the budget basically includes various reserves of
contingency Vanessa contingency. We're speaking about the risks or risk identification
has to happen. So which happens in
Risk Management knowledge area, so risk identification assessing
and analyzing the risk and also, Defining the risk responses. Once that is done
what cost it incurs while doing it that will be put as
the contingency reserve along with all the efforts cost
or material cost which is been Consolidated
upwards and WBA structure and then adding contingency reserve to it
will become cost base line. So I Above This there
will be management Reserve where project manager cannot
replace the management Reserve based on the willingness, but it is kept with certain calculation
then by the management to see to that project will go
The way it is blank. So any unforeseen circumstances, which is not even identified
unknown risk management reserves would be used. So including contingency reserve and all the project cost
Consolidated cost base line. So this cost base
line is authorized. So it is an authorized
time face budget that is used as the initial
point for monitoring and calculating the project
performance and progress. So this is done through
and value management. So this process is executed at
specific points in the project which are generally
predefined the inputs to this project would be
project management plan. Basically cost management plan
Resource Management plan scope Baseline project documents that is basis of estimates cost estimates project
schedule risk register then business documents, which is business case
benefits management plan. Then agreements is
basically that agreement which is done with the suppliers or which is done with any
of the customers. So those are considered because you may be acquiring
a Take product service or you are producing
a specific product or services for your consumer. So these needs to be understood
in what terms the project is being worked then
Enterprise environmental factors and organizational
process assets. So the tools used for this particular process
determine budget is expert judgment historical
information review data analysis cost aggregation funding
limit reconciliations on as a cost segregation and funding limit
reconciliations one has to ensure all the funds flow. How is that happening? What is the current condition of this one flow
in the organization that needs to be understood and also based on the schedules of the project money
needs to be organized the incoming money flow
outgoing money flow in the name of cost and revenue that means to be checked so
that necessary investment, which is required for project
is available or not. He's understood. So this requires working
with Finance in specific. So financing means
the allocation of the budget at the same time. In the flow happens the money which is allocated
comes in outputs of determined budget process
would be the cost base line, then Project funding
requirements and project documents updates. So next process would
be controlled cost. So control cost is a process
of monitoring the status of project to update
the project cost and managing changes
to the cost base claim. So this is the final process which is in monitoring
and Control process group. So this is primarily concerned
with measurement of variances. Is of the actual cost
from the proposed Baseline so various methods and procedures are
implemented here to track the project performance and expenses against
this progress rate mean why all the variances
are recorded and compared with with actual base can see if any necessary
Corrections are required. Those will be done
through Rising change request. So control cost process will
be responsible for explaining the reasons for variance and further assist
the project manager in taking corrective actions
to incur minimum cost or cost according What
is budgeted or plant so inputs to this process involves
project management plan? That is cost
management Plan cost Baseline performance measurement
Baseline project documents. Then Project funding
requirements what performance data and then organizational
process assets the tools used for control cost processes by expert judgment data analysis
to complete performance index and project management
information system. The output of this
process should be work performance information cost forecasts change request
project documents updates and project management
plan updates. So that's all about cost management knowledge
area defending pmbok, and it's process. As you know quality management
is definitely one of the most important processes that we have out of
the different knowledge areas. Like there are 10 knowledge
areas within the PMP or pmbok 6th edition
and there are 49 processes. So one of the important
knowledge areas that we talked about is the quality management. So quality management consists
of various processes within it and today's topic is around. And quality management, let's get started
with quality management. So quality is always
at the center of the constraint triangle
that we talked about. So apart from the cost schedule
the resources Etc quality is one of the important constraints
of the project and ultimately quality
is the responsibility of all the team members
working on the project, but the project
manager is ultimately responsible for Quality. We will talk about
what are the various aspects as Project manager
you need to ensure that you take care of while managing quality
on your project. So in today's topic
and the discussion that we have we
are going to talk about the project quality management
quality management overview and quality management processes that are involved into managing
the quality on the project and this particular
webinar is aligned to the pmbok 6th edition. So this is definitely in line
with the latest changes that have been done
by the p.m. Pie. In ombak, so let's get started with project quality management
as a topic under this topic as we were talking about. We will be discussing
about various processes that are involved in to manage
quality on the project. But before get
onto the processes that we have, let's quickly understand
about quality management. Now as we all know
quality is all about whether we are producing
the outcome of the project in the form of product
or result or the service that we Do you think by the end
of that project is it fit for use or not? Is it fit for purpose or not? Does it meet the customer
requirements or not? So ultimately we
need to make sure that we check on that. So whether that project meets the needs it was originally
created to meet and that is what is insured by
the quality management. It also ensures that
all project activities that are necessary for Designing planning
implementing a project are effective and efficient. And that is ensured by following the quality management as one
of the important plans that we create on the project. So let's understand bit more
around quality management as a concept when we
work on the project. So there are few things
that we need to definitely make sure we are doing as a part
of the quality one is of course, the verification continues verification is what
is expected by the team and the project manager, like for example, a simple verification could be
a traceability matrix. We insure to have
a traceability matrix on the project so that we
verify the requirements that we have gathered
from the customers. Are we incorporating those
while doing designing while doing coding while doing testing
while deploying Etc so that simple verification
really helps us and it's just not the backwards disability, but also the forwards
the stability that we ensure that we are doing. So that's a quick example
of the verification Precision. Now whenever we talk
about quality we also Ensure that it should be
precise Precision is all about doing it consistently
and when we do consistently, right, it actually ensures
the Precision now, we must have heard
about these terms like precision and accuracy. So accuracy is when we
actually hit the target where accurate but
when we hit the target 10 times consistently
we are not only accurate but also we are precise and that is what reflects
in the quality. So whatever the outcome that we are producing
in the form of their This or even for that matter
the result or a service that we are producing
we need to make sure that it's not only accurate
but also it is precisely so that we are consistently
producing the same outcome in the form of product
service or result that we are committing
to the customer so accuracy and precision definitely are
two important facets that we talked about always
under quality tolerance. There is something
called as a tolerance and we set the tolerance limits and we come up with sort
of a control chart. It's in order to
understand the outcome that we are producing. Does it fit into
the tolerance limits or not? So we have upper
specification limits and we have lower specification
limits and the product that we are producing
in the form of outcome of the process or a project. We make sure that it fits into the tolerance
limit anything above that my customer wouldn't accept and if there are too
many such a things that I'm producing which are not accepted by
the customer obviously, it's going to cost me
and that's going to the cost of quality which
we will talk about. As well validation so continues
validation and verification as we were talking
about is something which is integral part
of the maintaining quality and ensuring quality while we're working
on any project. So whatever the requirements
that customer has given us once we build that feature
we need to make sure that that feature is validated as per the acceptance criteria
given by the customer and we'll talk more about some
of these aspects around quality. So quality management overview
is what we're going to start with at the A moment now when we talk about
the overview in terms of understanding the quality. We also need to understand
the various Trends and emerging practices that
we talked about in quality these days starting
with the customer satisfaction. Now customer satisfaction is
ultimately one of the goals that every organization
would strive to achieve through the product
service or results that are getting produced
as an outcome of the project that we work on. So even we talked about as
a part of Project constraints these days apart
from quality schedule and the other constraints
like Risk resources. One of the important thing
is also around customer satisfaction are my customer
satisfied with the outcome that I'm producing or not? And if they're not satisfied
then we need to really find out the reasons
for customer satisfaction. First of all, whether I'm really checking
my customers are happy or not. Am I conducting
the customer surveys feedbacks and interviews my incorporating? The feedback that I'm getting
back into the process of developing that product
service or result or not. So there are various things that we need to ask
to ourselves as a team continual Improvement continued
Improvement should be always at the heart of the quality. The reason being it's about the consistently
improving the way we are doing things right
the way the process is running or for that matter. Are we challenging
the status quo, how am I improving
on a daily basis there? Be various ways
through which we can do that. It could be implementation
of a Kaizen methodology or a Six Sigma
or lean way of working Etc. But continual Improvement
is definitely one of the important things
that teams is to ensure that we do
management responsibility. Now as we just mentioned that quality is
everyone's responsibility. So how come we miss
on management ultimately management is the one
who is going to empower. The project teams management
is the one who is To ensure that the teams have got enough
resources to build the product. So if that is not done properly then obviously
it's going to have an impact over quality management should
also help teams in removing. The impediments bottlenecks that are there within
what we are producing and not achieving the quality. So that is where
management would come into picture mutually beneficial
partnership with suppliers when we talk about
producing any product, I guess without having the partnership with Pliers
it's just not possible. Now when we partner
with our suppliers. We need to make sure that it's a mutually
beneficial partnership. We need to make them partner
into what we have producing and not just treat them as
some third-party vendors. So that's the change
in the mindset that we need to bring out in order to get
maximum out of this partnership and the relations. So let's keep talking about some
of the tailoring considerations that we should be taking
into consideration while working on
the quality management. Now all the processes
of quality management, they needs to be applied in
a tailored or a customized way in order to make them unique to the project that
you're working on because as we know
project is unique Endeavor, we produce a product or service or result
out of that project and its unique in itself. So let's talk about how and where can we do
this kind of customization or process tailoring
pin box 6th edition specifically talks a lot about Distillery let's
take few examples for example policy compliance and auditing now
whichever the project that you're working on you
have to do the customization or tailoring around the way you're working considering
the compliance requirements or audit requirements. Like for example, I still remember
when I was working on a project where we had to comply
with Sox compliance. That means the requirements were
completely different over there like we had to take the
could freeze approval. Owls at least 14 days before we put code
into production environment. That was something very unique
to that compliance requirement and that was audited as well. So we had to really retain
those audit trails and had to retain those evidences which we can then produce
when the order is conducted. So that's a very quick example, which may not be required
again on all the projects. The second aspect
is around standards and Regulatory Compliance. Sometimes there are
certain mandatory standards. That had to be followed. So we need to ensure that we are adhering
to those mandatory standards. If we haven't already
considered as a part of the project
continuous Improvement challenging the status
quo various methodologies. These days are popular when it comes
to continuous Improvement and I'm sure some
of those methodologies you may have already used
yourself agile is a best example agile really helps us improve
on a continuous basis because we do retrospection
We Gather Lessons Learned And implement the improvements
out of that five us is rather. Mythology Six Sigma is another one lean is there
so many of them are simple. Kanban. We have working also helps us in continuously improve
ourselves stakeholder engagement since we talked about quality and ultimately all
these requirements that we work on any project
comes from the stakeholders. So we have to engage them
throughout the project and not just at the beginning of the project or towards
the end of the project. So tailoring around Aspect
would really help us gain a competitive advantage or would gain in terms
of getting the better outcome of the project. Now, let's talk about the quality
management process so far. I just introduced you
the topic we just spoke about what is quality. What are the different
aspects around quality? We also spoke about why
the tailoring is required when we work on the quality Etc. Now, let's actually get
into the process part as I mentioned to you. There are 49 different. Processes within pin
box 6th edition and there are 10 different knowledge areas. We also have five
different process groups. We are picking up quality management processes
for you in today's training. So let's talk about now
the process there are three processes as part
of quality management. It starts with planning part. We have to plan quality. We can't just ignore that. We have to manage quality. Once we put your plan in place. That's where we decide
high-level approach. What's my To manage quality
on my project and once I give that commitment
through this plan, then I have to execute that plan and that execution is
about managing quality. And once I start executing
I have to also check whether I am executing it as
per the plan or not. And that's where the control
aspect comes into picture. So we have planning
quality management managing quality and control
quality three processes that are embedded as a part
of the quality management. Let's start with the first one
which is planned quality. Judgment now as like any other knowledge areas
wherever we covered we always talk about what are
the inputs to that process? What are the tools
and techniques that we use and what output do you
expect out of that? Similarly? We will also be talking
about what are the inputs. So before we getting
out of the input part, let's just talk about a bit. What is plan so planning quality management
is all about identifying. What are the key requirements
in terms of the quality know it could be with respect
to the Standards that we're going to follow it
could be with respect to the commitments
that we're giving. How are we going to maintain
quality marriage quality on the project. What's the approach
that we're going to follow in terms of ensuring quality
is built in this product. So in general this is going
to really provide you with some guidance and this
will give some Direction. So even if the project manager
is not there one fine day and if somebody wants to look
into what is the quality that we're going to maintain
on this project so they can easily
refer to this plan and About this approach. So how are we going to manage
the quality verify the quality throughout the project is what is maintained
and mentioned in this plan. Typically, we create
the plan at the beginning of the project itself
and quality management plan would then become a part
of your project plan when we actually begin working. Let's now get started off
with some of the inputs to the quality management and we will go one
by one probably starting off with of course
the project Charter so when we start talking about the Planning part we need
to refer to the project Charter because project Charter
will certainly give us an idea about those initial
high-level requirements that will come from the project
Charter and as we just now understood about quality that it's about fit
for use fit for purpose and it's about ensuring
that we deliver the requirements that we have agreed
a pound with customers. So this initial requirements
will certainly come from the project Charter. We would also know
which are those stakeholders whom I need to engage while
creating the Yannick cetera, the other is project management
plan itself few things. We have already
captured over there. And anyways quality management
plan is a subsidiary plan of project management plan. That means we have
to refer to that for short project documents. We need to also refer
to different project documents while working on quality part
and the project documents. Obviously we need to make sure that these project documents
that we are referring to are something like
for example assumption log, so I need to know what are some of the assumptions
But I need to factor in while working on
the planning quality aspects then we also need to know how are we go to establish
traceability Matrix on the project. How are we going
to capture risks? For example, what about
the stakeholder registered? Can I have access to that so
that I can update if required. So those are some
of the examples of the documents that
we talk about here and apart from that there
are two inputs always we talk about almost all processes and that's Enterprise environmental factors and
organizational process assets. They could be like for example
as part of assets they could be certain templates
that I need to use. They could be certain in terms of Enterprise
environmental factors. I would also compare the quality with that comes
out of the commitment that I'm going to give as
a company in the market. So there are certain General
guidelines that are available that I would refer to as well. So these are some of the inputs that we talked
about let's now talk about some of the tools and techniques when we plan quality
into the project. So starting with expert judgment
expert It is one of the tools and techniques that
we talked about here. And as you would agree
expert judgment is all about engaging by smes
into getting inputs from them. And probably we need to also
take into consideration. The tailoring aspects
on this project based on the experience
of these people. What do I need to do? So something which is very easy
to do as well as very valuable data Gathering data Gathering
is definitely another tool which is very useful. We can gather data
through various ways. Or of the example
could be benchmarking. I can compare the quality with
what's published in the market. It could be through various
Publications or something, which is even for that matter
the standards that are there so I can compare it
with the past. I can compare it
with the standards or the competition as well. So that's kind of
a benchmarking right? I need to be right up to the competition
in the market. So if it is not there then how I can improve ourselves
in terms of the quality outcomes that we're producing
brainstorming is a simple Regarding technique that helps us in generating
the data and ideas Etc. I can also conduct
interviews with few people in order to gather data. So there are some
of the examples data analysis. So once we gather data while putting the
plan for Quality, I need to also ensure that I do analysis of the data that I've gathered
for that I might have to use different techniques like simple
could be cost-benefit analysis. Can I just check
the cost of quality? What is the benefit
of my going to get out of that at the same time? What is it? Cost of implementation of the quality requirements
against the benefit as I just mentioned
or cost of quality in itself, which will cover your cost of conformance cost
of non-conformance. Now as we know cost of conformance is all about
in order to make sure the quality is built in what is
the cost that is required. So for that quality assurance or the or deeds
or different things that I'm going to use
on the project, it could be reveals excetera. What's the cost that is required
for that and non-conformance cost could be very high. One of the best examples
could be the folks wagon scam of the emission that we know the kind of amount that the folks wagon
had to fear is like huge that's cost of nonconformist. I would say because it not only
affects the cost but also it affect the reputation
of the company as a whole so that could be another example and we will talk many
more such example in our training decision-making is another thing so as a part
of decision-making again, it's pretty straightforward. Right, we have to make decisions
between the options that are available. So we'll also look
into some tools that we can use in order to make decision as well in the actual
training data representation. So once we gather data, we can actually represent
their data through various ways. Like for example, we can create a simple
flow chart of the data that I've gathered. So let's say I've gathered
some data from the process I can just put together
in a flow chart or I can create some sort
of a logical data model or even for that matter some Matrix. Amps all of that really helps us
in visualizing things. I think mind map would be one
of the simplest example, we just put together. What's there on mind
in a particular format in particular way and that really helps us
in representing the data test and inspection planning
would certainly involve our considerations
about various testing things that we are going to do in order
to of course inspect the product in order to ensure that we inspect the deliverable or a service that we
are giving to our customers and and they're going
to be various ways as we all know like Alpha
and beta releases that we do in the market these
days or the various inspections that we do or for that matter. The field test could be
another simple example, and then we have meetings which is pretty
straightforward to understand. So these inputs in terms
of the different tools and techniques would certainly
help us in putting together the plan obviously, what do we expect
by the end of this? We certainly expect outcome of this process would be
the quality management plan itself will also Able
to gather some quality metric in terms of now we
can certainly think of as part of the quality metric we can think of various things
what kind of quality metric that you want to capture
on your project and that quality metric would
certainly help you in ensuring that you are tracking quality. So it could be for example
the defect data, it could be difficult age. It could be the defects
per release, etc. Etc. So that could be just one quick
example project management plan will get updated with this out. Come and even
the project documents. Like I have given you
examples of assumption log or accessibility Matrix or stakeholder list
that we're creating. So that might also get updated
as a result of this. So This covers
our plan quality management. We saw what are the inputs
we saw tools and techniques and we also covered the outcomes that we can get in the form of different outputs
of this process. Of course, let's now talk
about manage quality. So as a part of quality
management we have planned. And then the second part
is about manage quality. It's all about execution. Now since we have a plan
in place, it's time for us to execute their plan. Let's talk a bit about it. It's all about translating that plan into your
executable quality activities. So whatever we have committed
to through this plan now, we're to execute that. It will also help
us in making sure that the quality policies
are embedded into the project and that is certainly
the responsibility of the management to make sure that all the teams are ensuring that embedding of
the quality policies into their project plans Etc. It also helps us
in improving the probability of meeting the quality
objectives and not only that identifying the
ineffective processes and cause a poor quality. So it's all about
identifying those aspects and fixing those aspects
act upon those gaps. So when we have started
executing on the plants, we would certainly be able to
come to know about these things. So let's do bit of a deep dive and starting with of course
the inputs so let's start talking about inputs
to manage quality and we will of course talk
about the first input which is the project
management plan in itself now what will come out
of the project management plan is the quality management plan because quality management plan is the subsidiary management
plan which is a part of your project management plan so that will come
in Project document so as we've already spoke
about the various examples of the project elements that
we can think of and not only that the project documents I have already gave
you a few examples like it could also include their
consumption log I've told you or for that matter
the traceability Matrix or the stakeholder list Etc and the next one is about the OPA sand eef is
what we talked about but in this case
specifically we'll be talking about the four Ps so what is
organizational process assets so when we talk
about the manage quality we would need to factor in a lot
of different Assets that might have been created
those needs to be used as I give you example of certain standards templates
those we need to adhere to when we work on any
of the organization. So we need to always refer
to that usually the central team within the organization working
for Quality ensures that these assets
are being communicated across to all the teams so
that the in start using them. So let's get started
with the next aspect about managing quality
which is tools and techniques. What kind of a tools can we
Use starting with the tools for data Gathering which you already discuss
about the kind of tools that we can use
for Gathering data, like interviews and
brainstorming sessions Etc. We can talk a bit
on the data analysis tools. What kind of analysis can we do? So once we gather data
now this data is about once we start
executing your plan. Some data gets generated
on the project that data needs to be captured that data needs
to be then analyzed we could do alternative analysis. We could analyze various. Stutter there on the project we
could do simple process analysis in order to find
out the opportunities for us to improve that process or importantly we could also
undertake a root cause analysis because now we are executing
the plan we might come across certain issues to find out why that particular
issue has occurred. Let's find out
the root cause of the issue so that it will not occur
again audits is another important thing that we always do as a part
of the manage quality. I hope audits are
pretty straightforward thing. It could be Internal audits,
it could be external audits. So depending on the kind
of audits are conducted in your organization decision making a something
again pretty straightforward. We make decision based
on the kind of data that we've gathered
and the design for X design for X is all about
designed for excellence or we call it as the FX. Now. This is basically a set
of technical guidelines. Now those technical guidelines
could be applied during the design phase while we build the And that really helps us
in optimize few things around obviously the design like there are lots of things
that are evolving around design. So design thinking
could be one such example. So design for excellence is all
about those technical guidelines all the practices, like one of the simple thing that we do is simple design
we keep design simple so that we can evolve later now
this will certainly help us to improve the characteristics of the product that
we are working on like for example cost. Production or we talk
about quality improvements or better performance, right
or the customer satisfaction. Not of these things that we can think of so
those could be achieved while ensuring that some of the technical
guidelines are followed. For example, if you talk
about the performance and if you do not incorporate
the technical guidelines into the design itself, then how would you be able
to expect a better performance of the product once you develop
that application put it into production and Then if the performance is
what is one of the expectation and that you miss
to factor in into design. It's going to affect the
performance data representation. Now, how do we represent data? We've already spoke about it
various ways through which we can represent the data like
flowcharts process diagrams Etc that we spoke about
problem solving skills again various ways through which
we can solve problems is what it covers about. So we'll be talking
about in detail in the training when we conduct. How do We do that and
the quality improvement methods there are various
quality improvement methods, which I did mention to you some of them at for example
plan-do-check-act something which was introduced by Deming
and Six Sigma is another example or Kaizen for that matter
or continuous Improvement. It's all those things
really helps us in achieving better quality outcomes. Now since we talked
about manage quality, what do we expect as the outcome
of the manage quality process we would get D reports
the quality reports again as we spoke a bit on it as
far as the metric is concerned. But in this case, we basically talked about
how we can put this data that we're getting during
execution of the quality plan into some format. Now that format could be
sort of a graphical format or some numerical
or some qualitative stuff that we can put together that will actually help us
in providing lots of information which we can refer and take corrective decisions
and that corrective decision. Will in turn help us in meeting
the quality expectations. So this would also
include for that matter. Some of the quality management
issues that get escalated to the next level or for that matter some
of the improvements that are suggested
the corrective actions that we have taken or for
that matter the kind of pre-work that required to be done
for that matter even few things that I mentioned to you
earlier like defects data or the bug repair that has done the kind
of inspection that is done and the outcome
of that etcetera. And even you can summarize all
the findings and put it together so that essentially includes
your quality reports and there could be certain
organizational process Assets in order to provide
sort of templates how to produce this test
evaluation documents test and evaluation document
is all about like what are some
of the achievements of the quality objectives that we can put together
like for example checklist or detailed requirements
traceability Matrix. Now those are like test
and efficient documents right assimilated Matrix is one good
example checklist is one of the best examples
that we always talk about those really helps us
in evaluating things change requests a change request
might get initiated as a result of the progress that we are seeing and that change request then
needs to be incorporated back into a project project documents
will get updated the ones that I mentioned earlier and project management plan
would also get updated if there is any change that we come across so Covers
entire outcomes or the outputs that we expect out
of the manage quality process. So we saw planning
part of quality. That's where we give
commitments to our customers by putting things
into planning the approach Etc. And then we start executing on that through the
manage quality process. And then we are going to talk
about the next important process which is about
controlling quality. This is the process where we basically
talked about now, how can we make sure
what we are doing is it? In line with the process of not so it's about monitoring
and recording the results. So we've started executing the plan now, we started
getting some outcomes. It's important for us to record
the results of this outcomes. And we monitor it whether it is as per the quality
management activities or not. If there is any Gap we need
to act upon those Gap so in a way it is going to help
us assessing the performance in order to ensure the project outcomes are
complete correct and me. Customer expectations. Not only that. It also has verify that the project deliverables and work meet the requirements
specified by key stakeholders for final acceptance. So there has to be a continuous
verification validation that needs to be
happening as a part of the control quality as well. Right? So let's get started
with control quality aspects. Of course, we'll
start with inputs. We can't miss the input
project plan in itself and project plan would also give
you the quality management plan for us to refer to that's where
we have already mentioned about. How are you going to do
control quality activities so we can refer
to those project documents. The one that I've already
mentioned to you some of those documents
we need to refer to and also needs to update
later approved change request. Again. We need to check whether that approved change
request is incorporated or not. And if it is incorporated
if there is any Gap Etc, so if at all there is
any approved change requests deliverables now those
deliverables could The ones that have already
verified on the project. So those verify deliverables that means I have tested
those deliverables. I have verified
those deliverables as per the customer requirements. So that is what it covers and the
work performance information. So what performance information
will be nothing but the data that gets generated one once we start
executing the plans. So, how are we performing
against the plan? How are we with respect
to the schedule or quality or for that matter budget Etc? Prize environmental factors and organizational process
assets is something which is standard which will really help us
in referring to certain things that are there
at the organizational level and then we talk about certain
tools and techniques which will help us
in performing these tasks. So let's talk about what are those one is
data Gathering we did speak about some of the examples
of how do we gather data? So that's one thing
testing product and evaluations. So since we're talking
about controlling quality, we need to make sure
that we Verify the deliverables against
the customer specifications that are given so
this verification and validation needs to be happening
on a continuous basis. Not only that. We also need to make sure that
including the approved change we have tested as
per the expectations. So this is something which is an ongoing process as
a part of the control quality. So ongoing activity
data analysis. So once we gather data out
of these techniques it's time for us to analyze that data and draw actions,
which will help. Pus in of course taking the corrective
and preventive actions, like for example, the outcome
that we are producing. Is it within the
control limits or not? What are the tolerance
limits the upper specification lower specification limits
and the outcomes that I'm getting are they
falling within those or not. So lot of data that I'm generating
out of the limitation of the quality commitments. Now, it's time for us to analyze
the data inspections. I need to regularly
go on inspecting and adapting as well. So various opportunities through which You
can do the inspection. So for that whatever
you have committed. How are you going
to do the inspection? That would be a part
of your plan. So you can refer to that
and you would also represent that data
again data representation. We already covered the various
ways through which we do that and of course the meetings so those are
the tools and techniques that we can use as part of control quality and let's
let's move on to the outcomes. What do we expect
by the end of this? We certainly expect
quality control measurements. So we ensure that we've got The quality
control measurements in place. We have verified deliverables. So whatever the deliverables that are committed
at that phase or at that point in time on the project. We have verified those
against the requirements that are given by the customers work performance
information in itself. How are we performing
against the plan change requests project management plan
would get updated as a result of that including
the project documents. So this is what we can expect
in the form of outcome. So this covers
the control quality. As well, so we started with
the quality management plan. Then we looked into how we
can manage quality overall. And then how would
we control quality? So in today's webinar
our Focus was around quality and how we can maintain quality
on the project by implementing these three processes as a part
of the quality management. So when we ensure that we are implementing this
processes as a project manager as a team in a way we
are assuring our customer that what we are. Building in the form
of that product service or result is fit for your use
and is as per the expectations that are given by U. So that confidence we
can give it to the customer by implementing these
quality management processes and that will certainly
make the team give the results the team which can deliver repeatedly
Not Just One X and some the team which is all so predictable. So that predictability
and repeatability is something that is really important and that Gives lot of trust
on the team as well. So this was just the list
of quality management. We've covered it
at a high level. We do a deep dive when we deliver
the PMP training program. We get into each of these tools
and techniques inputs and the outcomes much
in more detail. In fact, and we also take a lot
of different examples as a part of this but in this webinar, we have just given you the introduction to
a quality management as a part of the quality management
knowledge area within the MBA. Ox sixth edition So as part of resource
management knowledge area, we are going to look
at understanding. What is Project Resource
Management knowledge area is all about Resource
Management overview and Resource Management processes. So now before we
get started subscribe to Eddie Rekha YouTube channel
and hit the Bell icon to never miss an update from us
on trending Technologies. Also, if you are looking for
an online training certification and PMP check out the Link in
the description given below so project Resource Management PMP
defines 10 knowledge areas. One of the knowledge areas
project Resource Management. When we say project
Resource Management, we should look at understanding what are the resources required
for managing the projects and then acquiring
those resources and managing throughout
the Project Life Cycle. So for this we need to understand what project
resource management is all about when I say resource resource can be
human resource resource. The technology resource resource
can be any resource which is required
for a project to be done. Now when we say scope, for example, you will Define
a scope for a deliverable which will come as an output
of a project similarly while defining the project. We should also Define the scope
of those resources, which are required
to deliver that result. So project Resource Management
includes the processes to identify a choir and manage the resources needed
for the successful completion of The project so
Resource Management overview. This includes the trends
and emerging practices when I say Resource
Management methods so we know the Dynamics associated with
various different resources. So we acquire the resources based on what kind
of project we are doing in common the kind
of resources Human Resources. We will have in every projects. For example, if you say it project you
need human resource, if you say civil construction
project unit resource, but the Dynamics This Human
Resources changes based on the what kind of skills and capability and experiences
that resource we have in a given project. Similarly. When is it project? You need to
work on applications. You need to work
on network devices infrastructure components. But when I say
civil constructions, you're all not working with
those 80 components instead. We are speaking
about cement bricks and Etc. So even quantifying those resources and
acquiring this resources and utilizing those resources in a given project
is very essential. So dynamics of those resources
has to be understood and accordingly. It has to be handled. So in specific when we say human resources
emotional intelligence plays a very important role for project manager
to have to use during the project management. So this requires an effort from project manager
to pretend certain rules. For example, when we say leadership we speak
about authoritarian leadership lazy failed leadership
participative leadership. So when to be authoritarian when should you
behave authoritative? When should a project
manager be participative when should a project manager
should become lazy for means delegate and allow team to work on it
and then review it. So this requires a lot
of influencing thoughts while engaging with the people, especially the project team
members what we're speaking about while engaging with the customers
will engaging with suppliers while engaging with sponsors. These transactions needs
certain emotional influence as well for which emotional
intelligence may be required. So self organizing
team as a buzz word which comes across whenever
we speak about agile mostly but however today with the changing needs
of the business where the quick response
is required to go to market at the same time. When you go to market quickly, the operations needs to respond
to it manage it the way the user wants a user may have a queries
ultimately the experience of the users make sense only
then value realization happens. So because of that enablement
across the Asian right from the teams who are
in the project as well as who are managing
that particular product or Services is required for that many organization is
not about self organizing team where the team is owning
the product or services in eternity rather
than one individual or one specific specialist
owning it then with the advancement
of technology today movement of skills were distributed
across various different regions may not be needed. So there may be what short teams
had distributed teams will work together with the help
of the Technologies. This also comes up
with lot of challenges because teams are not in front
of the project manager always so this requires a specific approach towards
managing those resources, which the project manager
should understand and deal with so tailoring considerations while doing resource management
is to mainly understand the diversity of resources. As I mentioned based
on the various different capabilities various different
geographical locations. The physical question
is another concentration. So because culture
changes people come from different backgrounds. An industry specific resources Project Specific
industry specific. So as per the industry as
per the projects again the thought processes
the Dynamics associated with the resources will change
the management requirement of the resources itself redevelop
acquisition of team members. So when you actually
start a project when execution starts you may require to ramp
up the team members so identification of the right
skills and capabilities before that one has to define
the clearly articulating roles and Ponce abilities in the
project organization structure and accordingly team members has
to be acquired so interestingly you cannot get a resource
especially human resource who are tailor made
to the project. So they need to be
trained inducted educated about the project and make them to become ready
for the project execution. So as the project progresses
managing this team engaging with this team and making
things delivered in time as defined in scheduled within
the cost needs to be ensured. I engaging with the team so
life cycle approaches as I already mentioned a product
will have a life cycle. Similarly project itself will
have a life cycle. So when I say product life cycle
product life cycle is bigger than a Project Life Cycle. So we use a project
to introduce a product. We initiate a project to bring
in new features functionality to the existing product. We initiate a project
to improve something. We initiate a project to retire
a specific product or services. So we need to visualize As that lifecycle
of a product at the same time. What would be the life cycle
of this project which is going to introduce
something to that environment. So in a way project itself is
a big change management because it introduces a change
to the environment. So project itself will have
a life cycle when we say that a beginning and end
temporary and over that what BMP says it has
a specific start specific end from this start to end. There is a lifecycle for project which is part of a entirety
of a product life cycle or Was epic. So according to what kind
of products are we creating? What kind of projects
we have taken is that Improvement project or creation of new
product or services or to introduce a features and functionality
to the existing product or services or to retire
a product or Services depending on that which life cycle
of the specific product or Services projects
are initiated and accordingly. It has to be dealt with so
Resource Management processes. So Resource Management processes
are distributed across various. Process groups when I say plan Resource Management
estimate activity resources, they false under planning
process group acquire resources developed team and manage team are part
of executing process group and control resources
is a process which is part of managing
and Control process group. So plan Resource Management
the first process in planning process group in Resource
Management knowledge area. So plan resource management is
the first and the initial step of the project. Source management knowledge area while planning for resources
one is to understand what kind of resources are required
and how are we going to engage if it is human resource
engage and manage if it is not a human resource any other resources about going
to manage technology resources or the facilities resources
in the facilities? So this involves various aspects like defining the process
of estimating acquiring managing and using physical
and Human Resources. So this process SS is usually
performed only once or a few predefined points throughout the Project Life
Cycle to help in establishing the way of approach and level of management required
for managing resources. So every resource needs
to be assessed understood, what kind of resources
is required and how are we going to manage? This has to be clearly
articulated to manage it as the project progresses. So these aspects
are majorly influence whether type and complexity of the project so inputs to
this process would be project. Project management
plan project documents when I say project Charter, we know that project
Charter is created in initiating process group. So which provides
the basic details and that comes as an input
to planning process group. One of that process wave project
Charter is coming as an input is land resource management
project management plan, which basically quality management plan
scope bass lines, which comes from integration
management and then project documents like project schedule
requirements documentation risk. Ders stakeholder registers and further input can be
Enterprise environmental factors and organizational
processes assets. The tools used as part of plan
resource management is expert at meant data representation
organizational Theory and meetings when we say experts
all those specialized people who are having
the specific experience in terms of managing
resources specific resource and various different
data considerations. And since we are speaking about
Resource Management page, Also, look at what kind of organization structure
required for this project and they should be
meetings engaging with the people discussion
to happen outputs of plan resource management or Resource Management plan, then team charter and then
project documents updates. When I say
Resource Management plan. We are going to
understand from it. What are the approaches we
have to manage the resources and what kind of team structure
we would have so what Dynamics are
involved with it. So this particular Plan B. Go
and get Consolidated into plan, which is integrated
in integration management. This is one
of the subsidiary plans so process estimate
activity resources. So when I say estimate
activity resources, the details of activities
are already captured in schedule management. So when we say scope management, for example, so scope management
provides scope Baseline while deriving the scope Baseline work breakdown
structure is created as part of it further. You will identify
an effort activities for those WBS elements and this
happens in schedule management. So referring to that schedule
management for the WBS element for which efforts are estimated
here you need to look at what kind of resource and in what quantities required. So estimate activity resources
will be doing the planning of estimating the
activity resources based on the WPA structure defined. So in this process the resource
required for the project. Checked along with the type
and quantity of tools equipments raw materials and supplies
are being estimated. This process is
generally executed after specific time intervals throughout the Project Life
Cycle with this one can pinpoint that what type of resources
project needs and in what amounts means quantity and what should be
their characteristics in order to finish
the project successfully. So estimate activity resources. This can be done only
after creation of WBS structure. and also schedule
management sequences, which activity has
to be done after what so because of this sequencing while estimating the resources
one should also can able to know when is this resources
required not just water source at what quantity and also when because of
the schedule management, which is working parallel
to Resource Management inputs to this process
project management plan, which includes
Resource Management plan and scope Baseline, then project documents which involves activities
executes activity list assumptions log cost estimates
resource calendars risk register Enterprise environmental factors resource
locations resource availability because we should know
what is available resource in the organization so that they can be allocated
to the project. So team resource
skills organization culture published estimating
data Marketplace conditions, organizational process assets
which includes policies and procedures and
historical informations. So the tools used as part of estimate activity
resources are expert judgment data representation
organization Theory and meetings outputs. So outputs includes
resource requirements PCS of estimates resource, breakdown structure
and project document updates. So resource requirements
against the activity which needs to be done and there should be
an explanation why so much of resources estimated? At that is basis of estimation
resource breakdown structure provides the details relating
to the WBA structure what we have how the resources are connected
how the resources are related because we need also link it
to organization structure. So acquire resources. This is the process which happens in
executing process group. So these process deals with collecting the various
Human Resources facilities, tools equipment supplies and raw materials required
to deliver the project so human Those are identified and on-boarded
Facilities tools equipment and supplies are procured which are required
to be used in the project. So this process helps
in outlining and guiding the selection process
of the project resources and then assigning them
to this specific activities or tasks thus it is performed at periodic intervals throughout
the Project Life Cycle and helps in preventing
running out of resources. So appropriate number of resources has
confide in estimating resources so inputs It's
project management plan, which includes Resource
Management plan procurement management Plan cost base
line project document like project schedule resource
calendars resource requirements stakeholder registers Enterprise
environmental factors, which is existing information
on organization resources, Marketplace conditions
organization structure, then geographical locations where exactly one
needs the resources. Where is the resource available
Au Pas organization processes? which includes policies and procedures
historical informations and Lessons Learned repository
tools would be decision-making interpersonal and team skills
pre-assessment and virtual teams when I say decision
making so one is to finalize which resource
with what features and functionality those
needs to be identified before you acquire and confirm
interpersonal team skills, because their needs
certain discussions at an engagement required when you procure or own you on board human Source
reassignment may be the one when the team in the organization
with the specific skills, which are matching
with organization or project required skills. So assigning those
resources virtual teams, if teams are spread across
various different locations, so output of this process should be physical
resource assignment means the resources are acquired their on-boarded project
team assignments. You have a team to work now so that the team is assigned
the members are assigned to the given rule resource. Specifying where exactly
the resources are available change requests. If any change required
in the structure or the kind of resources, then project management plan
updates project document updates EF updates and then OPM dates
develop team process. So as you acquire
a human resources, you may require to educate them
in terms of what is that expected out of them
in a given project. And what is their role
an individual may have a specific skill
Eels and capability. That's okay. That's about specific
skills and capability. But what is expected out
of that particular individual with that specific skills
and capability in this project? What is the deliverable
from that individual? So this process purely
concentrates on the development of team bonding and assigning them
with rewarding work which are opportunities
and career development. So someone working in a project
if that is not contributing to their further
future career progression. They may not be very motivated because That so one needs
to give that visibility as well as the member
to the project is on-boarded. This will help in enhancing
the overall team performance by improving team members
competencies interactions and the environment. So this process is performed throughout
the Project Life Cycle and intensifies teamwork
improves interpersonal skills of the individuals
motivates the team and reduces attractions. So this requires providing lot
of insights toward the project. What is that? They are going to deliver / And how that will contribute
to their progression in their career positive way so
these visibility should be there so this requires an induction when team is on-boarded
there is brainstorming which happens maybe
team members may not know each other so one has to ensure
a facilitation has to be done so that team will know
each other so that they can start performing so
inputs project management plan, which is basically
Resource Management plan project documents like Lessons Learned
Sister project team assignments resource calendars
team charter EF Enterprise environmental factors, which is human resource
management policies team member skills competencies and specialized knowledge
geographical distribution of team members, but as Au Pas
organizational process assets that is historical information
and Lessons Learned deposit. The tools used as
part of develop team would be colocation
virtual teams communication. Elegy interpersonal and
team skills recognition and rewards training individual
and team assignments meetings. When we say
colocation people exist in various different
locations in the group. So they've needs
lot of interactions. So formal communication
should be increased their so that the transaction
the clarity which needs to be provided to the team
will be easier and more and more connects. Even when you work with the team
which is sitting next to you, since you are present that effort to connect
may not be required. So because It will
be happening naturally. But whereas team doesn't exist
in front of the project manager. It requires a lot
of effort to connect to keep that communication
channels open always so what should teams I
mean similar Dynamics as we saw collocations, so communication technology
using appropriate communication technology to connect
with the teams. So interpersonal
and team skills, which as we spoke
about emotional intelligence as we spoke about lazy failure
or authoritarian approaches or participating. Approaches required so while engaging with the team's
it's very essential the project manager should possess that leadership traits leadership qualities
to connect with the team and influence them. So recognition and
rewards recognition and rewards helps to motivate. So this will also help
in terms of showing the quick wins happening
in the project. So providing the training whenever is required
on the specific areas, maybe a soft skills, maybe technology specific
maybe specific skill acquiring so training as to be given and enable
the team Individual and team assessments then
meetings outputs of develop team process would be team
performance assessments change request project management plan updates project document
updates EF updates and OPI updates manage team. So manage team is a process where each and every
team member performance is monitored and tracked. It is very essential to
understand how the individuals are performing how
the resources are performing. And based on that necessary
actions to be taken to correct if there is any deviations
if things are going fine, there should be a motivation
to the team and also tracking their problem areas which are identified
and the issues are resolved and feedbacks are given
on regular basis. So this process is generally performed throughout
the Project Life Cycle and helps in influencing team
Behavior managing the conflicts and resolving breathing issues
very essential to engage with the team the team which is just given a task and left may not tend
to accomplish the results what is required they need
the directions every now and then one has to sit and evaluate those performances
and give the necessary feedbacks and also platforms for them to acquire those skills
and capabilities to perform better inputs to this process
project management plan, which is Resource Management
plan project documents that is issue log Lessons Learned register project team
assessment team charter what performance report like physical or
electronic representation of what performance information team performance assessments
project management team makes ongoing formal
or informal assessments of the project
team's performance. So that one will
get that visibility so that accordingly necessary
changes can be done Enterprise environmental factors, which is basically Human
Resource Management policies, then organizational
process assets, like certificates of
appreciation corporate apparels and other organization
prerequisites tools used as part of the Process would be
interpersonal and team skills project management
information system. So pmis which captures all the details of the project
resources details deliverables details skill details and then wave
project is progressing. So these data can be utilized to give that insight
to the project team and make them
to progress further outputs of this process would be change request procurement
management plan updates project document updates. And EF updates
control resources. So control resources
the process in monitoring and Control process group. So in this process
the project managers ensures that the resources that are assigned and allocated
for the project activities are available as needed. They also monitor
their estimated usage versus actual usage. So you quantify the resources when you estimate these are
the number of resources which are required
at any given point in time because we took that estimating the Courses
based on what activities are identified and
how they are sequenced. So we refer to that scope and schedule accordingly
estimation happen. So an actual scenario is that it'll ization is happening
accordingly or is there any variations increase
or decreased subsequently when it deviations found
necessary corrective action has to be taken for that that corrective actions
needs to be triggered. So control resource process is implemented throughout
the Project Life Cycle and helps in ensuring that necessary project resources
are deploy to the correct places and the correct
time under released when the project
comes to an end. So this is about control
resources the inputs to process project management plan. Basically Resource Management
plan project documents that is issue log Lessons Learned registered physical resource assignments
project schedule resource breakdown structure
resource requirements risk register what performance data which would contain the data
on project status such as number and types of resources that have Used agreements made
within the context of project which are basis for all resources or external
to the organization who PA that is policies
regarding resource control and assignment escalation
procedures for handling issues within the Performing
organizations Lessons Learned repository from previous similar
projects tools data analysis problem solving
interpersonal skills p.m. Is outputs of
control resource process would be what performance
in formation change request if any deviations found
procurement management plan updates and then
project document updates. So this concludes Resource
Management knowledge area basic coverage in terms of what
is resource management is all about and what are
the various processes involved in Resource Management knowledge
area defined in PMP framework. So as part of this webinar
we are going To look at understanding. What is Project communication
management is all about communication management overview and communication
management processes. So let us move on relating to understanding project
communication management. So project
communication management when we say the word term
the communication it's all about conveying certain message
meaning passing message from one entity
to another entity. So project communication
management involves Center means is basically many stakeholders within the project
many stakeholders outside. The project with home project
manager has to communicate at the same time within the project project team will communicate so project
communication the moment we say that we need to understand what are the communications
requirements in the project and then communication
s Tibetan complying to those communication
management plans defined so project communication
management focuses on that aspects the importance of Mission to make
the project successful so project communication
management is all about understanding. What is the project
communication needs are and then communicating accordingly project
communication management includes the processes
necessary to ensure that the information
needs of the projects and it's stakeholders are met
through development of artifacts and implementation of activities designed to achieve
effective information Exchange. So communication
management overview. So while communicating
when we say communication, there are a lot of ways
the communications are done verbal communication written
Communication in these two. You can also think
about formal verbal formal written informal verbal
in formal written. So these four type
of communication for combination which we saw just now
formal verbal informal verbal formal written informal. So what is formal verbal? What is Informer verbal? What is formal written? What is in formal written? This needs to be
very clearly articulated and using the trends and emerging practices
also is very important, which is inclusion of stakeholders in Project reviews
inclusion of stakeholders in Project meetings increased
use of social Computing social platforms multi-faceted
approach to communication, so these Dynamics Has
to bend the stood and as the practice has evolved as
the need of the market changes as the Dynamics of the environment changes communication requirements also
changes the way you communicate one communicates also changes. So one needs to understand those Dynamics and accordingly
communication has to be done. So that communication
requirements are fulfilled. So while communicating looking
at those communication needs Someone needs to ensure
the communication happens as needed by the stakeholders. So who are the stakeholders
that needs to be identified? So if we look at the overall
framework the 10 knowledge areas five process groups and 49 processes the way
they are distributed BC in initiating process group. There are only two processes one process
in integration management and other processing
stakeholder management. So what happens there is an
integration management process. S which is Project Charter which is getting created project
manager assignment happens. Once the project manager
is assigned and authorized the immediate next job. The first job
to project manager is to go and meet stakeholders
identify stakeholders. So once the stakeholders
are identified stakeholders communication requirements has
to be understood and identification of stakeholders is
not the one time job. It has to happen throughout
the Project Life Cycle and their communication requirement
has to be understood. Location physical location of the stakeholder
communication requirement of the stakeholder the technology which
needs to be used for communication the platforms which needs to be used for communication the language
the Knowledge Management required for communication
has to be understood. So why do we need
to have Knowledge Management when we do communication is because whenever there
is a specific knowledge about a specific domain
area the individual who is having The domain
knowledge and the maturity of that individual in that domain may be high
maybe medium or low. So while speaking
with those individuals of specific maturity level
in a specific domain area, the discussion should
align to that so there cannot be a discussion which is happening
the communication which is happening
which would not make any sense. It should not look immature
or it would not look like it is not even understood. So one needs to understand who is that Receiver
of the communication. So based on
that the articulation of the communication
should happen based on that. The frequency of the communication should happen
based on the vocabulary is used as to be chosen. So all this needs
to be considered while tearing the communication
during the project. So communication
management processes. So communication
management process. There are three processes defined in communication
management knowledge area that is Land Communications
management manage communication and monitor Communications, even though it looks like only three processes
the Dynamics associated with communication management
is not simple. It is not very objective
always it is very subjective many times the communicator
versus the person who is receiving the language the maturity the vocabularies
the time of communication the template used the channel used all
These plays important role during the
communication similarly when we plan for communication
management considerations to all of this should be there
while managing communication. Yes, there is
a defined approach defined template defined information
with that communication carries. Even after that the Dynamics of the Situation's
has to be understood while communicating
and there should be room for Communicator to understand that and do that necessary
modifications may be in language Maybe. Additional details which are being given
maybe the tone in which if it is a verbal communication the selection of those specific
words and vocabulary while doing a written
communication and visit should be written
in the camps or it's okay. If there is not caps that needs to be understood
the way the flow of thoughts happens
during the communication even that needs to be understood. So all these are
individuals quality which has to be built now
project manager will have a challenge in this regard if Object manager
is not sensitive about these aspects now as the communication
happen monitoring the communication should happen. But when you monitor
the communication it doesn't mean all those additional aspects
the qualities which are looked at when communication
you don't have a scale to measure those but however, the frequency of communication
the content of communication the objective of
communication templates used for communication only
those can be checked are these used as per the plan? Otherwise one would
not even know what is being communicated is that communication management
plan is complied with or not that will not be visible. So communication management
is very important and 90% of the times project
manager spends his or her time communicating throughout
the Project Life Cycle. So by this itself
one can understand how important the communication
is during the project the first process in Project
communication management. This plan
communication management. So plan communication management
process is the initial process of project communication
management knowledge area in this process a systematic
and effective way. The plan is developed for the activities involved
in Project communication. It majorly makes
use of information like the requirement of each
and every stakeholders and teams organizational assets
available and the project needs project communication management
plan also involves. See the list of stakeholders
their communication requirements and these communication
requirements keeps changing as the project progresses
the lot of stakeholders who will get added to whom the
communications has to be made and at the same
time the Dynamics of the communications will also
change in terms of what kind of communication has to be sent
at what part of the project during the starting
in the initiating part of the project. The communication needs
may be different while execution is a
As the project progresses and Peaks communication
requirements diverts, maybe frequency of communication
will change number of stakeholders to be
communicated will change and that's keeps varying. So communication management
is very Dynamic. So those Dynamics has to be considered while planning
Communications management. So creation of templates
can also be done so that the more
frequent Communications like weekly updates monthly
updates Fortnight updates so that can have
specific templates. To the specific
set of stakeholders. So inputs to plan
communication management includes project Charter
project management plan, which includes
Resource Management plan and stakeholder engagement
plan project documents, like requirements documentation and stakeholder register
Enterprise environmental factors and organizational
process assets. So tools used during project
communication management our expert judgment communication
requirement analysis while discussing mistake. This one needs to understand. What are the communication
requirement that needs to be analyzed that needs
to be checked then technology which are used for communication
data representation communication models communication methods interpersonal and team
skills then meetings. So looking at the number
of tools which are looked at for communication management
itself emphasizes on the point how important the communication
will be many project May Fail. Just because of wrong Communications
misunderstood Communications is very essential to ensure communication management
is planned carefully and that is executed
accordingly outputs of plan communication
management would be communication management plan
project management plan updates and project document updates manage communication is
a process which happens while Communications happens throughout the
Project Life Cycle. So this process VCS part
of executing process group where this process
manages the communication throughout means the
communication happens throughout the Project Life Cycle, which mainly aims to collect create distribute store
retrieve manage Monitor and finally disposed
the information related to the project appropriately
and timely manner. So it is performed throughout
the Project Life Cycle in order to provide an effortless and efficient
flow of information. From the project team
to stakeholders and vice versa. So this process also help in identifying different aspects
of effective communication along with the most suitable
methodologies Technologies and techniques inputs to manage
communication process should be project management plan, which is Resource
Management plan communication management plan
stakeholder engagement plan, then project documents
like changelog issue log resonance learned
registers quality report risk. Port stakeholder resistor
work performance reports which can be
presented as dashboards each reports stoplight charts or other representations
EF and opa tools used to manage Communications
would be project reporting communication technology project
management information systems meetings communication skills communication methods
interpersonal and team skills outputs of
manage communication process. Be project Communications where project Communications
are happening is that happening the way
it is planned or not project management plan
updates project document updates and opa updates. So next process should
be monitor communication monitor communication is
part of monitoring and controlling process group. So monitoring communication
process is the final process of communication
management knowledge area this process ensures that all the information needs
and requirements of the Project and the involved stakeholders
are met by its completion. It is performed throughout
the Project Life Cycle and helps in optimizing the flow of the information as per the
communication management plan and stakeholder engagement plan. So inputs to monitor communication will be
project management plan. That is Resource Management
plan communication management plan stakeholder engagement
plan project documents like issue log Lessons Learned
register project Communications are used work performance. Data on actual performance of the project EF and Opie tools used
would be expert judgment data analysis project
management information system interpersonal and
team skills meetings where as outputs of monitor
communication processor be work performance information about
communication change request. If there is any deviation
project management plan updates and project document updates. So that's all about project
communication management. So we are going to discuss about risk management
knowledge area defined in project management professional
PMB walk 6th edition. The agenda of this webinar would be project risk
management understanding. What is Project risk
management knowledge area is all about overview
on risk management and risk management
processes now coming back to risk management before we get
into risk management. We should understand
what is risk. So every project
every business every investment and by an organization will be
having certain kind of risks. So those risks
needs to be managed. So what is risk risk refers
to an uncertainty uncertainty of an something may be
positive or negative which resides in the future if that occurs, which becomes an
issue to resolve. So the moment it occurs,
there will be some impacts. If it is negative impact
we call it as a threat if it is positive we call
it as an opportunity. So negative risk, which has a negative impact
with needs to be the impact of those needs to be reduced
or that needs to be eliminated or reduce the probability of that occurrence
by taking necessary actions or become ready. Yes. There is a risk. I cannot do anything about it to
reduce the impact of that risk. I will become ready to do
something when it occurs. So if it is positive risk, I will take
the advantages of that. I exploit that risk by hence. So this is the kind
of responses you will get into so project risk management. Judgment focuses on risk which are associated
with the project which are undertaken. So project risk management as defined in PMP
includes the processes of conducting risk
management planning identification analysis response
planning response implementation and monitoring risk of a project so identification of risk
analyzing the risk managing the risk responding
to the specific kind of risk is not a one-time job. This needs to happen
throughout the The club circuit when we assess
to take up a project. We identify risks when we initiate a project
when you start the project. We identify risks when we progress as part
of the Project Life Cycle. We identify risk. So new risks are identified and identified risks
are kept analyzed at the various different part
of the Project Life Cycle because the impact and probability of the risk, if not probability at least
impact of the risk would vary as the project progresses
based on in what part of Project Life Cycle
we are assessing. Get at that given point in time. They would be variation
of the risk. For example, when I begin a project a risk
like a deliverables deliverables uncertainty is high when I start the project but as I progress I'm ending
towards the same risk, the impact will be less because the deliverables
are happened in various different phases and already
those are checked and tested. There is no Associated risk
with them in terms of a validation
prospective accomplishing that result perspective because majority of
the deliverables of already. Only few deliverables
will be pending as you progress
towards end of the project. So risk will be less at the end of the project middle
of the project may be moderate. Maybe hi definitely not low. So likewise for
any specific risk, we identify at a given point of a Project Life
Cycle Associated risk, which were identified as
and assess the impact of the dress code
very positively means increases impact will increase or impact would decrease so
risk management overview. Here we are. Going to look at Trends and emerging practices
related to the risk. So risk can be looked at less click non-event
risk project resilience integrated risk management. Now when I say risk of something which feels yes that is
an event an event has occurred so that risk we
associate as an event which is associated with risk
a power failure risk event. A deliverable did
not happen even risk. So then what is
this non-event risk now if you say I I wanted
to accomplish this results and these are all the benefits which has to be
realized out of it. And that realization doesn't
happen that is not an event. So because that benefit is not realized the investment
is not making sense. Now. This is not an event which occurred so
benefits realization happens as the product which comes as an output
of a project should result should come as an outcome
that is not happening. It is not an event. It is a non event risk people
who has a specific skills and capabilities were
unable to deliver. Her properly. It is not an event. The performance of
the individuals is not happening the way it
is required non-event risk. So likewise by generic
statement of risk or the definition of risk. We say an uncertain
event for a risk, but there are risks which exist which are known
event risks as well with needs to be identified
then projects resilience. Whenever a project
Fields Whenever there is a degradation of performance. How will a project recover what is The ability project
as a whole could able to recover from it and move on smoothly further to
accomplish the ultimate results. So these needs
to be planned very well integrated risk management. So as we know
in PMP framework, we have integration management. So integration management
provides an integrated view of the entire project where risk management
will also go on get into that get integrated into ultimate
project management plan. So risk management plan
across the Project Life Cycle needs to be looked at and it
should have a bigger picture. It is not one or two risk only
positive or negative risk. It's about all the risks which are identified assessed
throughout and managed together. There should be risk register
to capture all of this. That is the reason
there is a dedicated risk management knowledge area
defined in PMP framework. So tillering concentration
should be size of the project complexity
of the project importance of the project and approaches for
various different things which are adapted
and adopted for the project so as the size and City of the project varies
obviously the impact of the projects because of
certain failures will be varying when I say importance
of the project the deliverables of the project how important is
for my business. If I am doing a project
to Hennis the capability of the people in general then that is important
to the business perspective, but it does not have
a time Target. It is a continual access
for organization, but I am getting
into a specific new project and I need people's
competency should be improved. Now I have a specific point in time before which I
should have the capability. Otherwise, I will lose
on that opportunity. So likewise my tailoring
consideration in the projects in terms of what is
that I am going to deliver. What is that benefits the people who are investing
on this project? What is the return
they would get unless that is visible. We cannot say how important the Project X
then approaches defined based on what kind
of technology is used. What kind of deliverables
required what kind of environment we are
into what are the outputs? Which would Out of a project. What would be the outcome
of the project as you define all of this when the direction is set
clearly accordingly one can take an approach. So people can adopt
a predictive lifecycle project management adaptive
lifecycle project management, which is basically a waterfall versus agile approaches
to different approaches, which we can
broadly mention about. So risk management processes. So risk management processes includes land risk
management identify risks or form qualitative
risk analysis perform quantitative risk analysis
plan risk responses. So all the processes
1 to 5 or part of planning process group
Implement risk responses will be part of executing process group and monitor risk will be
part of monitoring and Control process group. So plan risk management, which is the first process in this knowledge area
focuses on defining how to conduct
risk management activities for a project this process
helps in ensuring that the degree type and
visibility of risk management or proportionate both risk and the importance
of the project to the organization
and other stakeholders. So it is performed once or at the predefined points
in the Project Life Cycle, but however, even
though it is defined in the planning process group
here in the framework. Planning for the risks
should be integrated one, which should be applicable
to Any Given scenario of the project. But however, if there is
any modification for this as we progress
in the project required that can be done inputs
to plan risk management process should be project
Charter project management plan project documents Enterprise environmental factors and organizational process
assets tools would be expert judgment data-gathering meetings where as output should be
risk management plan So identify risk identify
a risk is a process which identifies the
individual project risk as well as the sources
of overall project risks. So when I say
sources were speaking about the causes of that risk and documenting those risks and all the associated
details describing. Why should I consider
this as a risk? Why am I saying it is a risk
that needs to be described. So this process
helps in documenting and existing individual
project risk and the sources of overall project risk it all. Selfsame bringing together
the information using with the project team
can respond appropriately to identified risk. This process is performed
throughout the project. So one has to keep identifying the risk throughout
the Project Life Cycle. So input of identify
risk process should be project management plan
project documents agreements procurement documentation. EF and opa whereas tools used as part of
identify risk process would be expert judgment data Gathering. NG data analysis interpersonal
team skills prompt less and meetings the outputs of identify risk process would
be risk register risk report and project document updates. The next process for us is perform qualitative
risk analysis support Forum qualitative risk analysis
is the process of assessing and analyzing the identify
dress qualitatively. So this helps in prioritizing
the Project's risk for further analysis or action basis seeing
their probability of occurrence and impact as well
as other characteristics. So this process Riyadh is
the individual projects risk, and also look at major benefits
of this process that is Focus effort of I pre-ordered risks
this process is performed regularly throughout
the Project Life Cycle and inputs to this process includes project management plan
project documents PDFs and opa the tools tools used
are expert judgment interpersonal team skills
data Gathering data analysis, risk categorisation data
representation and meetings. So the output of this
particular process perform qualitative risk analysis
would be project documents updates So perform
quantitative risk analysis so further as after doing
qualitative risk analysis if risks also needs
to be analyzed quantitatively so one can conduct
quantitative risk analysis. So this process numerically
analyzes the combined effect of identified
individual project risk and other sources of uncertainty
on overall project objectives, the main benefit
of this process is that it quantifies
overall project risk exposure. And it can also provide
additional quantitative risk information to support
risk response planning. This process is not required
for every project. But where it is used. It is performed
throughout the project. So where should we use this quantitative risk analysis
wherever the project size is Big where the project is complex. So inputs to this particular
process would be project management
plan project documents like assumptions log basis
of estimates cost estimates. Cost forecast duration estimates Milestone less resource
requirement risk registers and schedule focused. So Enterprise environmental
factors as well as Opa. So tools used as part of this particular process
would be expert judgment data-gathering interpersonal
team skills representation of uncertainty then data analysis the outputs
project documents updates. Supply and risk responses. So as we identify the risk and then analyze them
qualitatively and quantitatively so we know positive risk
or negative R is what kind of impact each
of those risks could have. So, how are we going to get
benefit of positive risk? How are we going to reduce
the impact of negative risk? So this requires
planning risk responses. So this process helps in developing options
selecting strategies and agreeing on actions
to address overall project. Risk exposure as well as to
treat individual project risk. This also identifies appropriate ways to address
overall project risk and individual project risk, this process also allocates
resources and inserts activities into project documents and the project management
plans as needed. So this is performed throughout
the Project Life Cycle. So now inputs to plan risk responses should be
project management plan which involves Resource
Management plan risk management plan and cost base line then Documents which is
Lessons Learned register project schedule project team assignments resource
calendars risk register risk report stakeholders. Mr. EF and opa tools tools
in walls expert judgment data-gathering interpersonal
and team skills strategies for threats strategies
for opportunities, then contingency response
strategies strategies for overall project
risk data analysis, and And decision-making
the outputs of this process would be change request PMB updates that is
project management plan updates and project documents updates. So Implement risk responses. So as we plan for responses, it is very essential
for us to look at implementation of that responses. So this process considers
all those risk responses plan what is defined
already and accordingly, it will Implement. So this process
of implementing Read up on risk response plans
provides the key benefit. So what is the key benefit
of this process that is to ensure that agreed-upon
responses are executed as planned in order
to address overall project risk exposure minimizing
the individual project threats and maximizing overall
project opportunities. So process helps in implementing
agreed-upon risk response as I mentioned earlier. So now once we are
ready we are making ourselves ready to respond
to the risk scenario some of the risks you cannot even
able to To reduce by doing the response plan implemented if power going off in between while
you're playing presentation or conducting a training so
that will impact the training. So how will you ensure
the power is available always so you will go for UPS
that is a response plan what you made so UPS
cannot give the back up more than two hours three hours. Let us assume that you
will have a generator so that if power fails UPS
will take here immediately. Then you go and switch
on the generator which will generate the power
and load on the place. Come down and your face is
always in the loaded condition so that you one generator fails UPS will take
care for some time, but there will be some scenarios
where fuel will not available. So generator cannot run so such risks are
called residual stress, which we will accept because we implemented this UPS
as well as generator Discord OBS these two introduces
additional risk risk associated with UPS itself
the risk associated with generator itself. We covid as a second risk. So in this case what we did was
before The occurrence of the risk, we implemented
the risk responses, but there will be some scenario where you cannot
implement the responses. You should yourself make ready
to handle those scenarios. What if the building collapses
what if the earthquake happens what if flooding happens? So you will have a contingency
plan defined so contingency plan you can implement or else looking
at the impact kind of thing. You will make
yourself related go. I have other modes of operating
my business and move forward or make my project successful
so inputs to this. Particular process would be project management
plan project documents and opa tools used as part
of this particular processes expert judgment
interpersonal and team skills project management
information system output should be project document updates and change requests monitor risk process
monitor risk process, which is part of monitoring and Control process group
defined in PMP. This process mainly monitors
the implementation of agree. Capone risk response plans
tracking identified risk identifying analyzing new risk and evaluating risk
process Effectiveness throughout the project. So this process helps in enabling the project
decisions to be based on current information about
overall project risk exposure and individual project risk. So this is performed throughout
the Project Life Cycle. So input to this process would be project management
plan project documents what performance data and work performance
reports tools used as Part of this particular
process would be data analysis audits as well as meetings outputs work
performance information change request PMP updates that is project management plan
updates project documents updates and OPM dates. Welcome to PMP procurement
management knowledge area from Ed Eureka. Today. We are going to discuss about procurement
Management in detail. So the agenda of this particular
webinar would be understanding. What is Project procurement
management is all about overview of
project procurement management, then processes involved in
Project procurement management. So firstly we need
to understand when we say procurement management every
project involves procurement. So when we take a project when organization decides
we need to take up a project organization decides
should we really invest on this or not? That is first
decision organization. Make once the decision
is made there are many things which are used as
part of the project to deliver that output
to create that output. To create that result. So while doing it
within the project, there are a lot of things
which are created at the same time creation
is fine the deliverables which happens throughout
the Project Life Cycle is fine. But at the same time
organizations would also decide some of the deliverables
which goes into output. I don't make instead. I will procure or maybe certain facilities required certain resources
required organization will decide I will
not make it myself. I will not manage it directly. I will give it to the supplier
let the supplier give it to me. So a lot of procurements
involved raw materials are procured the environment where project is being
done that environment. I may not have so I may get into a place where I will lease it or I
will have a resources on a time and material basis
for a specific duration a specific tool
specific instrument. So I procure another
similar scenario is I as an organization
don't do this project. So instead. And I give this project
to the some of the experts the organization which has
expertise in this area. So if my business is
a retail I sell products, but I don't know anything
about civil constructions. So I need to have a facility where I am going to have
my particular retail office or retail store. Now, I need have
this construction. So I am not expert in that so I will give it
to an expert an organization which has an expertise in this so I will procure so any procurement involved
in the Which is there any ways at various different
levels procurement happens? So PMP considers
the specific Focus, which is required and helps
project manager to understand what is involved
in procurement management. So procurement management is
basically focuses on ensuring purchasing and requiring
products or services and or the results required
from outside the project team we are not creating
this so we don't create because we do not want
to focus on that area. Let us give it to someone else. Let me say I'm
a car manufacturer and automobile Manufacturing Company who integrate various
different parts of the car and then sell I
don't manufacture engine because I do not want to have
creating that facility creating that plant of manufacturing and I do not want to invest because I don't have
an expertise instead however organization which is very good
having good expertise and take that engine
manufactured by them and integrate into my car. So I am procuring
that engineering I've given that creation of that engine
producing that engine to some organization and then procuring it that is one possibility. So procurement when I say
we may also go for human resources for temporary
period Human Resources, if you can think
about civil construction project a concrete mixer can be a one which is outsourced to me and procuring on a Time
on material basis. That is also another possibility
raw material required for my project. I am procuring so it's
all about identifying. Those resources the products
or services for my project. And what is that? I am going to procure. What is that? I am going to make myself
one has to decide on that. Once the decision is made then
actual procurement happens. So we will see how what is that exactly PMP
speaks about it. Now project procurement
management has various different considerations to make
before go on procuring. So this includes
understanding the trends and emerging practices, so Advances in the
various different tools. So which tool should I use
as part of this project which makes sense to me which helps in terms of accomplishing the results
required and what is the risks involved effectively, how am I going to do
the risk management? What are the methodologies? What are the approaches we have? So when I procure is
there any risk involved when I do it myself? Is there a risk involved
when I compare both the risk which one is better? So we need to analyze
that then changing Contracting. Isis as we know there is
a changing demand in the market the mindset of the consumers
are changing rapidly and the way we contract
the way we established. The contract is also changing so that it should accommodate
the changing need of the market condition then Logistics and Supply Chain
management or the one which is there with me what says what needs to be
established then technology and stakeholder relations. Now lot of transactions involved
with the stakeholders the engagement which has
to happen while procuring because decisions To roommate while procuring involvement
of the stakeholders happens and involvement of
technology today. So today we cannot imagine
any specific industry or any specific organization or any specific operations
our project which is happening in the absence of technology. So what would be
the right technology which is appropriate
to my project that needs to be considered and
then engagements which happens while doing the procurements. So we need to have
a tailoring considerations while doing document which includes complexity
of Requirement complexity of a procurement maybe because
of the technology involved because of the geography is
various different geographies the team size the kind
of project I am doing and the region where I am doing it. It may be a full legality
of that particular geography the mandatory things which I need to comply with
while I do the procurement in that region then
physical location as I mentioned then governance
and Regulatory environment, which I cannot miss which I cannot shy
away from considering. I have to consider those
and I should do within it. I should consider like
tax structure can ignore it. No registration requirements. I cannot ignore which are
the basic requirements to have before I do the procurement then
availability of contractors. So in not every region you
will have the resources in some of the cases you may require to bring it
from the different region. All together may be
from different state or different city or from different country
altogether so many organizations outsources setup and A bit
to set an organization as I was mentioning about cars in our EOC Outsourcing
that engine manufacturing to some other manufacturing
company or in it. Scenario Outsourcing like
Outsourcing to different country so that they will do
it for me remotely. They will do the work
like organizations which are in the different
country developing a specific application for me
monitoring an application for me while I produce something
here as part of the project. So a lot of such Outsourcing which would happen
because of non availability. Certain skills capability
another scenario would be the cost of resources in the local region versus cost of resources
in different region. It would also become outsourced
to different countries. The various different
processes involved in procurement management would be Bland procurement
management conduct documents and control procurements
mainly three processes. So plan procurement
management is the process in planning process group whereas conduct procurement
is in executing. Process group and
control procurement is in monitoring and control. So when I say plan
procurement management this has to help in terms
of planning my procurement. I need to make the decisions
mainly any to provide the necessary guidelines
set a directions to conduct the procurements and then based on
that you will control so you Monitor and control
the procurements the weight is conducted in reality versus
what is being planned. So moving to plan
procurement management, which is a process
in planning process group. So in rocker
management knowledge area in this process
one will document the project procurement decision
specifying the approach and identifying the
potential sellers. So in this process
you need to document various procurement decisions
specifying procurement approach and identification of potential
and quality sellers. So once this process
is executed predefined points in Project Life Cycle
will be understood visualized and that will help in deciding whether this needs
to be acquiring goods or services from outside or not should be make or buy
such decisions as to be made. It should provide the guidelines in case there is a need it
also helps in identifying which resources has
to be acquired. And when that Clarity
should be provided in plan procurement management
inputs to plan procurement management process is Project
Charter Business documents, which is business case
and Management plan which are mainly referred
to then project management plan. That is scope management
plan quality management plan Resource Management
plan scope Baseline, which are already Consolidated in project management plan
updated then project documents which involves Milestone list project
team assignments requirements documentation
requirements traceability Matrix resource requirements
risk register then EF and opa now plan. Whatever Management's tools and techniques used
involves expert judgment data Gathering data analysis
Source selection criteria or Source selection
analysis meetings, then output of this processor
be procurement management plan, then procurement strategy bid
documents procurement statement of work source
selection criteria make or buy decisions so
many gets confused. To see make or buy decision as
an output of something they look that as an action, but basically the decisions what is made
what should I procure what I should not something
which I consider in the project. Should I buy or make myself? So these decisions are made that comes as
an output then independent cost estimates change
request project document updates and OBS organizational
process assets updates. The next process is conducted. Procurement when we
say conduct procurement, it's quite obvious. We need to understand
it is an action which is happening in execution. So there is a plan
which is set already. So to that plan, they should bend action which happens conduct
procurement is the process of obtaining sellers responses
selecting a seller and awarding the contract. So this is the process which is
in executing process group. So when we say conduct
procurement the actions required To identify
a specific seller finalized. Okay. This is the seller and then establish the contract
with that particular seller and then do the procurements. So selection of seller
should happen agreements needs to be established, which is very essential
to do the procurement. So the inputs to this process
involves project management plan that is scope management
plan requirements management plan communication management
plan risk management plan to Cuban, man. Judgment plan configuration
management Plan cost Base Line If You observe very closely procurement management plan
is an output of a process within the same knowledge area
is one of the inputs to conduct procurement
then project documents which involves Lessons Learned
register project schedule requirements documentation
technical requirements relating to the seller risk register stakeholder register
then procurement documents like bid documents for cure. Statement of work independent cost estimates
Source selection criteria. So these are very essential when you go and identify seller
and discuss engage clarify. If at all any doubts that particular seller probable
seller a bidder would have then further the inputs list goes
with like seller proposals, which actually comes as
a response to request for proposal maybe organization
would float in RFP request for proposal from sellers who are interested. Red cell is proposals which comes in then EF
+ O PS appropriate one for procurement like local laws and regulation economic environment Marketplace
conditions information on relevant experience
any agreement which are already in place consideration of
that contract management system. Then OBS, like list
of preferred sellers organizational policies
organizational templates and guidelines Financial
policies and procedures. So This as an input this process
conducts the procurement by using the tools and techniques like expert
judgment advertising advertising which is required to invite a probable seller
to respond to the request for proposal then data analysis bidder
conferences bidder conferences are held to clarify
any doubts any clarifications which are there
with a specific seller before they submit the response to the RFP F proposal
before the submit. Then interpersonal and team
skills which are essential while conducting procurement. So outputs of this process conduct procurement
would be selected sellers identified sellers the finalized one then
agreements which are established with those selected sellers
the change request. So change request may be
an output here not initially when you do the conduct
procurement later as the project progresses, maybe some additional
deliverables may be required from a specific seller. So We raised
for a change request or maybe some Clauses has
to be change in the agreement. You will raise a change request
that is possible as this process happens throughout the
Project Life Cycle, maybe change of acceleration
the partner itself or the one who is supplying
certain things change of that itself is required
change request can be raised then PMP updates project
document updates and OPM dates. Next process is
control procurement. So control procurement
is part of monitoring and Control knowledge area which is a process meant for ensuring the procured
relations are managed as defined the
contract performance as we defined in the contract what says the actual performance
are checked then appropriate necessary modifications
are made to bring it back to the required one. So this process is performed
through the Project Life Cycle and it helps in ensuring that performance of both
the involved parties that is buyers and sellers is
up to the Requirement as stated in legal Arrangements
legal agreement inputs to this process involves project management plan
project documents agreements procurement documents. So now when I say
project management plan, it's quite obvious. I need to see
what was actually planned and how it is exactly done. So requirements management
plan risk management plan change management plan shedule
Baseline project documents when I say assumptions logs
Lessons Learned register file. Stone list quality
reports requirements documentation requirements
traceability Matrix risk and stakeholder register
and agreements which are established
between the seller and buyer at any procurement documents which are decided along with
them approved change requests, then work performance
data organization processor set and Enterprise
environmental factors. The tools used as part of control procurement process
should be expert judgment Limbs and Illustration
data analysis inspection and audits the outputs of this process
is closed procurements work performance information
procurement documentation updates change request. If at all any deviation
is identified then update to project management
plan project documents and opa organizational
process assets. So this concludes the basic
understanding one should have while doing management
