PMBOK® GUIDE SIXTH EDITION Characteristics of the project Life Cycle

PMBOK® GUIDE SIXTH EDITION

Characteristics of the project Life Cycle

Project life cycles can be predictive or adaptive within a project life cycle, there are generally one or more pin phases that are associated with the development of the product service, or result. These are called a development life cycle. Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model .

In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle.

Any changes to the scope are carefully managed Predictive life cycles may also be referred to as waleil.tll life cycles. In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

While project cost and staffing levels can be steady, for larger and complex projects, costs and staffing levels an subject to change and therefore not likely to be steady throughout the project life cycle.

PMBOK® GUIDE SIXTH EDITION Predictive life cycles, Iterative and Incremental life cycles

PMBOK® GUIDE SIXTH EDITION
Predictive life cycles, Iterative and Incremental life cycles

Predictive Life Cycles

Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. These projects proceed through a series of sequential or overlapping phases,with each phase generally focusing on a subset of project activities and project management processes.

The work performed in each phase is usually different in nature from that in the preceding and subsequent phases; therefore, the makeup and skills required of the project team may vary from phase to phase.

Iterative and Incremental Life Cycles

Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases.

Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally.

Product life cycle.The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.

Project life cycle.The series of phases that a project passes through from its initiation to its closure.

PMBOK® GUIDE SIXTH EDITION What a project should achieve to be successful

PMBOK® GUIDE SIXTH EDITION
What a project should achieve to be successful

One of the most common challenges in project management is determining whether or not a project is successful. Traditionally, the project management metrics of time, cost, scope, and quality have been the most important factors in defining the success of a project. More recently, practitioners and scholars have determined that project success should also be measured with consideration toward achievement of the project objectives.

Project stakeholders may have different ideas as to what the successful completion of a project will look like and which factors are the most important. It is critical to clearly document the project objectives and to select objectives that are measurable. Project success may include additional criteria linked to the organizational strategy and to the delivery of business results.

PMBOK® GUIDE SIXTH EDITION A project Business case Definition

PMBOK® GUIDE SIXTH EDITION

A project Business case Definition

A project business case is an important document that highlights the business rationality for the project, including the objectives and the reason for the project, and helps define success at the project closure.

The project business case can be used throughout the project life cycle, especially when there are situations that require a review and understanding of the business reasons for the project.

PMBOK® GUIDE SIXTH EDITION The key elements of the benefits management plan

PMBOK® GUIDE SIXTH EDITION

The key elements of the benefits management plan

The benefits management plan describes key elements of the benefits and may include, but is not
limited to, documenting:

Target benefits (e.g., the expected tangible and intangible value to be gained by the
implementation of the project; financial value is expressed as net present value).
Strategic alignment (e.g., how well the project benefits align to the business strategies of the
organization).
Time frame for realizing benefits (e.g., benefits by phase, short-term, long-term, and ongoing.
Benefits owner (e.g., the accountable person to monitor, record, and report realized benefits
throughout the time frame established in the plan).
Metrics (e.g., the measures to be used to show benefits realized, direct measures, and
indirect measures.)
Assumptions (e.g., factors expected to be in place or to be in evidence); and
Risks (e.g., risks for realization of benefits).

PMBOK® GUIDE SIXTH EDITION What is project data and information?

Throughout the life cycle of a project, a significant amount of data is collected, analyzed, and transformed Project data are collected as a result of various processes and are shared within the project team.

The collected data are analyzed in context, aggregated, and transformed to become project information during various processes. Information is communicated verbally or stored and distributed in various formats as reports.

Project data are regularly collected and analyzed throughout the project life cycle. The following
definitions identify key terminology regarding project data and information:

Work performance data. The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.Project data are usually recorded in a Project Management Information System (PMIS) and in project documents.

Work performance information. The performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecast estimates to complete.

Work performance reports. The physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.

Work performance analysis is a required activity, but not a source of project data.

PMBOK® GUIDE SIXTH EDITION Why Project Tailoring is important?

Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output Identified in the PMBOK® Guide is required on every project. Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk.

The importance of each constraint is different for each project, and the project manager tailors the approach for managing these constraints based on the project environment, organizational culture, stakeholder needs, and
other variables.

In tailoring project management, the project manager should also consider the varying levels of governance that may be required and within which the project will operate, as well as considering the culture of the organization. In addition, consideration of whether the customer of the project is internal or external to the organization may affect project management tailoring decisions.

But since tailoring requires significant project management experience and knowledge, tailoring the
project to suit a project manager’s skill set is likely to be uncommon .

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The Coaching Handbook An Action Kit for Trainers & Managers

Coaching is proving itself to be the most popular and most effective technique in the field of learning and development. Managers are constantly being reminded that coaching is an important part of their role in getting the best from staff, while trainers are increasingly being called upon to coach individuals in a variety of aspects of both work and life. This one-stop-shop of a book offers everything readers need to be able to harness this powerful and successful technique.

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where to start when coaching a colleague;
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which methods should be employed, and when.

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Table of Contents
	The Coaching Handbook—An Action Kit For Trainers & Managers
	Introduction
	Part 1 – The Coaching Process
	Chapter 1	–	What is Coaching?
	Chapter 2	–	Learning Theories
	Chapter 3	–	Introducing the Coaching Model
	Chapter 4	–	Job description, Skills and Qualities of a Coach
	Chapter 5	–	Preparing to Coach
	Chapter 6	–	Stage 1: Clarifying Coaching Needs and Goals
	Chapter 7	–	Stage 2: Agreeing Specific Development Needs
	Chapter 8	–	Stage 3: Formulating a Detailed Plan for Coaching
	Chapter 9	–	Stage 4: Doing a Task or Activity
	Chapter 10	–	Stage 5: Reviewing Activities and Planning Improved Performance
	Chapter 11	–	Stage 6: Ending the Coaching Relationship
	Chapter 12	–	Third-party Initiated Coaching
	Chapter 13	–	Skills
	Part 2 – Case Studies
	Case Studies
	Part 3 – Activities and Exercises
	Activities and Exercises
	References and Further Reading

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The most important key words for PMP exam

1- Discussing about agile and waterfall (Project life cycle)

2- Person change charter (sponsor)

3- Tools for mange contract and procurement documentation (record management system)

4- Prevent scope creep (scope management plan)

5- Generate information (Brainstorming)

6- Generate and organize or grouping or classifying information (Affinity diagram)

7- Generate and prioritization (Nominal group technique)

8- Buffers, limited resources, project uncertainties (Critical chain method)

9- Project terminated because problem in credit in the bank (Funding Limit Reconciliation)

10- Project team leaves the site early (Ground rules)

11- Long-term resolution (Problem solving)

12- One of sh not received reports and others received (Review the communication management plan)

13- Greatest potential Risk to your project (Tornado Diagram)

14- The team has told you that, the cement will delay (Workaround)

15- Insurance (Transference)

16- Identify new risk and close the outdated risk (Risk reassessment)

17- Effectiveness of risk responses (Risk audits)

18- The contract will span multiple years and allow for final price adjustments based on changing conditions (Fixed Price with Economic Price Adjustment)

19- A concrete mix ( 101)

20- Classifying the identified stakeholders (power/ interest grid)

21- Links product requirements from their origin to the deliverables (Requirements traceability matrix)

22- Strike by local workers (What-If Scenario)

23- Prevent cost overrun (change management plan)

24- A method that doesn’t consider the risk ( Triangular distribution)

25- Discuss the Strategic Direction (the sponsor)

26- Discuss the implementation strategy (PM)

27- Reason why the project is authorized (Business case)

28- Frequency &largest to smallest (Pareto diagram)

29- SH roles (SH register)

30- Training is an example of (Prevention cost)

31- Least flexibility (CPM)

32- Stability process ,control limits or 7 rules (control charts)

33- Determine true magnitude (WBS)

34- Uncontrolled changes (scope creep)

35- Estimate the cost of quality in a process (flow chart)

36- Identify new risk during execution (risk audits)

37- Links product requirements to origin deliverables ( treacibility matrix)

38- Labors strike (what-if-analysis)

39- Relation problems (stakeholder management plan)

40- Information problems (communication management plan)

41- Narrative description (SOW)

42- Why the project is authorized (business case)

43- Frequency of occurrence, ranging from greater to smaller , ranking, 80/20 (Pareto diagram)

44- Active acceptance (contingency reserves)

45- Passive acceptance (management reserves)

46- One line or linear (triangular distribution)

47- Formal acceptance (validate scope)

48- Final acceptance (close project or phase)

49- Training (prevention cost)

50- Identify success and failures of procurement contracts (procurement audit)

51- Estimating cost using WBS (bottom-up estimating)

52- Strategic directions (the sponsor)

53- Implementation directions (PM)

54- Snapshot of the status of various projects (milestone chart)

55- Linked to potential problems, root causes (cause and defect diagram)

56- No bias, Consensus or SME (Delphi)

57- The point where budget is compared to earned value for performance measurements (control accounts)

58- Statical relationships between the historical data and other variables (parametric estimating)

59- Collect requirements (T&T)

Focus group (prequalified, SME)

Facilitated groups (key stakeholders, improve communications, increase consensus, discovered earlier and quickly, QFD, User stories) Interviews (elicit information directly, obtaining confidential information)

Group Creativity Techniques

Brainstorming (generate and collect)

Nominal group technique (enhances brainstorming, Voting, Ranking and Prioritize)

Affinity diagram (large numbers, classified into groups)

60- Risk reassessment (new risks-current risk evaluates-outdated risks)

61- Risk audit (effectiveness of risk response-identified risks with their root causes-the effectiveness of the risk management process)

62- CPIF contracts (sharing ratio)

63- FIXED Price (risk on seller)

64- Cost plus (risk on buyer)

65- Risk appetite (willing, a reward)

66- Risk tolerance (withstand)

67- Risk threshold ( level of uncertainty, level of impact, LIMITS)

68- Communication management plan (Escalation, confidential information)

69- Requirements traceability matrix (links product requirements from their origin to the deliverables)

70- Identify factors that may influence (DOE)

71- Team development

Forming (the team members work independently)

Storming (the team begins to understand the project work)

Norming (the team begins to learn from one another)

Performing (work as a well-organized unit and reach maximum performance)

Adjourning (the team completes the work)

72- Discover the underlying causes for RISK (Root cause analysis)

73- Organizational structure (EEF)

74- Inspection (Control Quality)

75- Control communications, summary activity, used between milestones or work package (Hammok activity)

76- Resource smoothing ( no affecting the critical path)

77- Resource leveling (may impact the critical path)

78- Project boundaries (a point in time that a project is authorized to its completion)

79- Issue log (current issue, problems)

80- Control quality (the team is doing the testing)

81- Validate scope (the customer is doing the testing)

82- Project performance appraisal (individual team member’s performance)

83- Team performance assessment (assessment of project team’s effectiveness)

84- Repetitive activities, 7 rules, limits (control limits)

85- Trend analysis (comparison of future performance with current performance)

86- Prioritize risks (qualitative risk analysis)

87- Soft logic (discretionary dependency)

88- Balanced matrix (both functional and project managers share the responsibility)

89- Quality assurance (improve quality processes)

90- Develop team (Recognition and rewards, training)

91- Change management plan, forecasting (cost overrun)