PMBOK Workshop

A workshop towards PMP certification Preparation using PMIs PMBOK 3rd edition

Course ID : 2389 - PPW 101

Session VI

Execution Process Group

Executing Process Group

Initiating Process Group

Perform Quality Assurance

M&C Process Group

Direct and Manage Project Execution

Acquire Project Team Develop Project Team

Information Distribution

Request Seller Responses Planning Process Group

Select Sellers closing Process Group

Direct and Manage Project Execution

Inputs Tools & Techniques Outputs

Project management plan

Approved corrective actions

Approved preventive actions Approved change requests Approved defect repair Validated defect repair Administrative closure procedure

Project management methodology Project management information system (PMIS)

Deliverables

Requested changes
Implemented change requests Implemented corrective actions Implemented preventive actions Implemented defect repair Work performance information

Direct and Manage Project Execution

This process requires the project manager and project team to perform multiple actions to execute the project management plan to accomplish the work defined in the project scope statement.

Some of the actions include:

Perform activities to accomplish project objectives Expend effort and spend funds to accomplish the project objectives Staff, train, and manage the project team members assigned to the project Obtain quotations, bids, offers, or proposals as appropriate Select sellers by choosing from among potential sellers Obtain, manage and use resources including materials, tools equipment and facilities Implement the planned methods and standards Create, control, verify and validate project deliverables Manage risks and implement risk response activities Manage Sellers Adapt approved changes into the projects scope, plans and environment

Direct and Manage Project Execution

Establish and manage project communication channels, both external and internal to the project team Collect project data and report cost, schedule, technical and quality progress and status information to facilitate forecasting Collect and document lessons learned and implement approved process improvement activities

The project manager, along with the project management team and the project team directs the performance of the planned project objectives, and manage the various technical and organizational interfaces in the project Deliverables are produced as outputs from the processes performed to accomplish the project work planned and scheduled in the project management plan This process also includes implementation of approved corrective, preventive actions and approved defect repair requests.

Direct and Manage Project ExecutionWork Performance Information

Schedule progress showing status information Deliverables-completed and not completed. Schedule activities started and those finished. Extent to which quality standards are being met. Costs authorized and incurred.

Estimates to complete the scheduled activities that have been started.

Percentage physically complete of scheduled activities. Documented lessons learned.

Resource utilization details.

PQM: Perform Quality Assurance

Application of planned, systematic quality activities to ensure that the project will employ all processes needed to meet requirements. QA provides an umbrella for another important quality activity, continuous process improvement. Continuous process improvement provides an iterative means for improving the quality of all processes.

PQM: Perform Quality Assurance

Inputs Tools & Techniques Outputs

Quality management plan

Quality metrics Process Improvement plan Work Performance Information Approved change requests Quality control measurements Implemented change requests Implemented corrective actions

Quality planning tools and techniques

Quality audits Process analysis Quality control tools and techniques

Requested changes
Recommended Corrective actions Organizational process assets( updates) Project management plan( updates)

Implemented defect repairs

Implement preventive actions

PQM: Perform Quality Assurance: Tools & Techniques

Quality-planning Tools and Techniques Quality Audits Structured independent review to determine whether project activities comply with organizational and project policies, processes, and procedures. The objective is to identify inefficient and ineffective policies, processes and procedures in use on the project. Process Analysis follows the steps outlined in the process improvements plan to identify needed improvements from an organizational and technical standpoint. Includes root cause analysis, a specific technique to analyze a problem / situation, determine the underlying causes that lead to it , and create preventive actions for similar problems.

Acquire Project Team

It is the process of obtaining the human resources needed to complete the project.
Inputs
Enterprise environmental factors

Tools and Techniques Pre-assignment Negotiations Acquisition Virtual team

Outputs Project staff assignments

Organizational process assets

Roles and responsibilities Project organization chart Staffing management plan

Resource availability
Staffing management plan updates

Acquire Project Team - Inputs

Enterprise Environmental Factors
Availability Ability Experience Interests Cost

Organizational Process Assets

Policies, guidelines or procedures governing staff assignments

Roles and Responsibilities Project Organization Charts Staffing Management Plan

Acquire Project Team Tools & Techniques

Pre-Assignment Negotiation
With functional managers With other project management teams for scarce/specialized resources

Acquisition
Hiring contractors or Subcontracting a piece of work to another organization

Virtual Teams
Different geographic areas of same org Specific experts in different geographical zones Home office Different time zones and shifts People with mobility handicaps

Develop Project Team

Objectives include
Improve skills of team members in order to increase their ability to complete project activities Improve feelings of trust and cohesiveness among team members in order to raise productivity through greater teamwork

Examples
Assisting one another when workloads are unbalanced Communicating in ways that fit individual preferences Sharing information and resources

Team development efforts occur throughout the project.

Develop Project Team

Develop Project Team improves the competencies and interaction of team members to enhance project performance. Inputs
Project staff assignments Staffing management plan Resource availability

Tools & Techniques

Outputs

General management skills (Inter-personal skills / soft skills) Training Team building activities Ground rules

Team performance assessment

Co-location
Recognition and rewards

Team building

What is an effective team?

A group of people
Sharing a common goal Striving to get a common job done Enjoy working together and helping each others Making commitment to achieve the goals of the project by accomplishing their portion of work Having a high team spirit and morale

Why and What is team building?

Reality: Everyone on the project team sees the project in terms of their own particular discipline and background, and they tend to go in different directions Team building is the process of getting this diverse group of individuals to work together effectively as a team

The project manager brings them the big picture perspective, and facilitates to concentrate on overall project goals

The Goal is to reach Unity of purpose in an interdependent atmosphere

Stages of Team Development

Forming
Storming

Norming Performing
Adjourning

Stages of Team Development

Forming
Characteristics: Milling around, polite and
superficial conversation, guarded/watchful

Storming
Characteristics: Hostility, infighting, major moaners,
blaming, and poor communications.

Questions: Why was this team formed?

What will get me rewarded? In trouble?

Questions: Whos in charge?

How do we arrive at decisions? What are we supposed to do?

Leadership: Directive, pointing people in the right direction

until the team can configure itself.

Leadership: Serves as a coach and sets limits and offers

suggestions.

Norming
Characteristics: Willingness to solve problems,
confronting issues, constructive feedback.

Performing
Characteristics: Collaboration, enthusiasm, trust,
self motivation, and clean fights.

Questions: Whats acceptable? Whats not?

What are the standards and deliverables? What are the goals?

Questions: How can we do our job better?

How can we ensure high quality? Whats next?

Leadership: Begins to fade as important data is

shared among team members.

Leadership: Group depends on everyone since shifts and

mutual interdependence become important.

Constructive Team roles

Initiators Lets do this. Information seekers Dont we have some better information? Information givers My experience is.. Encouragers This was of great help.

Classifiers
Harmonizers thing.

I believe that we are saying.

I believe that we are all saying the same

Summarizers
Gatekeepers

I feel that we can now come to an agreement on this..

We have not heard from the back of the room

Destructive Team roles

The aggressor Criticizes and deflates status of others

Blockers
The withdrawer

Rejects the views of others

Hold back and will not participate

Recognition seeker Seeks the attention by monopolizing the discussions Topic jumpers Dominators Continually changes the subject Tries to takeover the discussion

Devils advocate Brings up alternative view points.Can be positive or very negative

Lessons Leaned Process

WENT WRONG

Information Gathering From Stakeholders/Team

WENT RIGHT

Brainstorming

Lessons Learned Knowledge Base

Earned Value Management

Why do we need Early Warning?

Course corrections are easier when you have time to make small adjustments Its too late when youre this close to the iceberg!

Why use EVMS?

Early and accurate identification of trends and problems Accurate picture of contract status

cost, schedule, and technical

Basis for course correction Supports mutual goals of contractor and customer

bring project in on schedule and cost

What is EVMS?

EVMS is the primary project

management tool...

that integrates the technical, schedule, and cost parameters of the contract. The project manager is the primary tool in the EVMS toolbox.

Basic Elements

PV
EV AC BAC EAC

Planned Value
Earned Value Actual cost Budget at Completion Estimate at Completion

Total Budget
Its my pleasure to award you this contract for a new railroad track

hmm...5 miles of track, 5 months to do it all....$5000 budget....This is going to be tough!

Planned Value PV or (BCWS)

Total Budget = $5,000 to be spent over 5 months I plan to lay 1 section of track each month at an estimated cost of $1,000. PV each month = $1,000

Month 1 PV = $1,000

Month 2 PV = $1,000

Month 3 PV = $1,000

Month 4 PV = $1,000

Month 5 PV = $1,000

each dollar of PV represents a specific dollar of work scope

Total PV or (BAC)
Total Budget = $5,000

Total PV = $5,000
Month 1 PV = $1,000 Month 2 PV = $1,000 Month 3 PV = $1,000

Month 4 PV = $1,000

Month 5 PV = $1,000

Total PV is aggregated and summed as the performance measurement baseline

Budget at Completion (BAC)

BAC
$5,000

$
$ $ $ $ $ $ $

time
when all work has been phased, cumulative PV = BAC e.g., $5,000 = $5,000

Earned Value - EV or (BCWP)

the EARNED

VALUE concept

Were at the end of the second month, but only 1 section of track is complete. Value of work performed = $1,000

You earn value the same way as it was budgeted in baseline

Schedule Variance
SCHEDULE VARIANCE is the difference between work scheduled and work performed (expressed in terms of budget dollars) SPI is the ratio between work performed and work scheduled

formula:
example:

SV $ = EV - PV
SV = EV - PV = $1,000 - $2,000 SV= -$1,000 (negative = behind schedule)

formula: SPI = EV/PV

example: SPI = $1,000/$2,000 SPI= 0.5 (less than 1.0 = behind schedule)

5,000

PV the baseline

sv
EV earned value TIME

5 months

At the end...
At the end of the contract, when all work has been completed:
Ive earned all of my budget ($5,000)
EV (cumulative) = PV (cumulative) = therefore, schedule variance ($) =

$5,000 $5,000
0

Formal schedule will reflect whether milestones were achieved on time

Actual Cost AC or (ACWP)

Labor came to $1,300, and materials cost $1,100. That first section of track cost $2,400!

Cost Variance
COST VARIANCE is the difference between
Earned Value and actual cost

CPI is the ratio between

Earned Value and actual cost

formula: CV $ = EV - AC
example: CV = EV - AC = $1,000 - $2,400 CV= -$1,400 (negative = cost overrun)

formula: CPI = EV/AC

example: CPI = EV/AC = $1,000/ $2,400 CPI= 0.4 (less than 1.0= cost overrun)

5,000 AC actual cost

cv
$

EV earned value

TIME

5 months

One method: statistical formulae

AC + ETC = EAC
Common EAC Formulae: EAC = BAC/ CPI Example = 5000/0.4 = 12500

EAC =BAC CPI

=ACWPcum + Budgeted Cost of Work Remaining .8(CPI) +.2(SPI)

ACWPcum + Budgeted Cost of Work Remaining

CPI * SPI

FIVE BASIC PERFORMANCE DATA QUESTIONS & ANSWERS

QUESTION
How much work should be done? How much work is done?

ANSWER
Planned Value

ACRONYM
PV

Earned Value

EV

How much Cost incurred to Complete work? Work Cost

Actual Cost

AC

What was the total job supposed to cost?

What do we now expect the total job to cost?

Budget at Completion

BAC

Estimate at Completion

EAC

EVM - Summary

5,000

BCWS ACWP
cv sv

BCWP

TIME

5 months

schedule variance = EV - PV = negative number cost variance = EV - AC = negative number

behind schedule, over cost

Performance Indices

COST PERF INDEX (CPI) = EV AC

GOOD

1.2
SCHED PERF INDEX (SPI) = EV PV

1.1
TIME

1.0 BAD .9

CPI

SPI
.8

Schedule Status

TIME NOW

PV

% scheduled = PV x 100% BAC

compare
% completed = EV x 100% BAC

EV

MONTHS BEHIND

Budget Status

budget status
% spent = AC x 100% BAC

compare:

% spent
example:

vs.

% complete

60% spent vs. 50% complete

Questions?