Three elements of a contract

1) Conditional offer of employment
-Intent must be clear (required)
-How communicated
-Written or oral
2) Acceptance
-How communicated
-Written or oral
-Action (performance) is acceptance
3) Consideration
-Wages and benefits are consideration
-Value given to support a promise from the other party

Fateful Equation for Lawsuits

Duty+Breach+Injury=Tort Liability

Duty: Obligation to conform to a particular standard
Breach: Negligence, Did what you were supposed to do just wrong way
Injury: Third-party injury

7 tools of a manager

1)Selecting employees - Most important, select right fit
2)Training - Obtain adequate training (ability to communicate with citizens)
3)Assigning Duties - Know who you have and what they are capable of.
4)Setting standards and procedures - Clear, Concise, and Understandable
5)Correcting (disciplining) performance and behavior - want to be held accountable
6)Promoting - Promote most qualified and dedicated.
7)Terminating - Have to do the right thing to better agency

Ministerial Authority vs Discretionary Authority

-Basic qualified immunity - based on statue and acting on good faith

-Official Immunity - forced choice or judgement. Official of government as supervisor

Property Interests vs Liberty Interests

-Money

-Good Reputation

Disparate Treatment vs Disparate Impact

Treatment: Intentional discrimination
Impact: Unintentional discrimination

quid pro quo vs hostile work environment

*Disparate treatment

-Done by supervisor

-Sexual in nature, jokes and touching

What is gender based sexual harassment?

-Harassment based on the individuals gender not necessarily sexual in nature.

Steps in the hiring process

1)Application/Post test entrance exam
2)PFA (Physical Fitness Assessment)
3)Background Check
4)Interview
5)Conditional Job offer
6)Polygraph
7)Psych Eval
8)Medical Exam
9)Final Job offer

As a PMP candidate you must have a firm grasp on what constitutes a project. Which one of the following is not an attribute of a project?
A) Definite Starting Date
B) Has no definite end date
C) creates a product , service or result
D) Requires Resources

B) has no definite end date

You are a project manager for Johnson Keyboards, Inc. Your organization has adapted the PMBOK Guide as a standard tool for how projects should operate, and you are involved in shaping the standardization for all future projects. In light of this information, what is the recommended course of action for the processes and procedures in the PMBOK Guide?
A) Not all processes and procedures in the PMBOK guide are required on all projects
B) All processes and procedures are to be followed as defined in the PMBOK Guide
C) Not all processes and procedures are needed, unless the PMBOK guide states the process or procedure is a requirement for the project type
D) All processes and procedures are to be followed as identified in the PMBOK Guide; otherwise , the PMP is in violation of the PMP Code of Ethics and Professional Conduct

A) Not all processes and procedures in the PMBOK guide are required on all projects

Your organization is considering launching a new project. Robert, the CEO, wants to know what business value the proposed project will contribute. Which one of the following is not an example of business value consideration for a new project?
A) Return on Investment
B) New Equipment
C) Skills Obtained by doing the project
D) Risk assessments within the project

D) Risk assessments within the project

Risk assessments within the project is not a business value, but a project management activity. Risks can be positive or negative, but the assessment of the risk is not a business value element. Business value means that the project is contributing something positive for the organization.

You are explaining to a junior engineer the difference between a project and operations. Which one of the following is true only of operations?
A) They are performed by people
B) They are constrained by limited resources
C) They are ongoing
D) They are planned , executed and controlled

C) They are ongoing.

Projects are temporary; they do not go on forever.

You are the project manager for your company, Mark Manufacturers. Your company has a large client that has requested a special component be created for one of their test engines. Your organization agrees and creates a standard contract with the customer, and your manager assigns you to manage this project. The project was launched because of which one of the following?
A) A customer request
B) A change in the tech your customer is creating
C) a legal requirement ( contractual)
D) an organizational need

A) A customer request

Project managers are not responsible for which one of the following in most organizations?
A) Identifying the project requirements
B) Selecting the projects to be initiated.
C) Balancing demands for time ,cost, scope, and quality
D) Establishing clear and achievable project objectives

B) Selecting the projects to be initiated

Project managers typically do not select which projects are to be initiated. The project selection committee, customers, or project sponsors are typically responsible for this.

You and William, a project stakeholder, are discussing risks within your project. Which one of the following best describes risk?
A) Any event that can cause your project to fail
B) Any event that may have a positive or negative effect on your project's team
C) An uncertain event that may have a positive or negative effect on your project
D) An event that will cause time and cost constraints to be broken

C) An uncertain event that may have a positive or negative effect on your project

You are the project manager for a large software development project. You have concerns that one of the components of the Iron Triangle is slipping. Your project sponsor, Jim Bob, is not familiar with the Iron Triangle, so you explain the concept to him. What will be affected if any angle of the Iron Triangle is not kept in balance?
A) Cost
B) Quality
C) Time
D) Scope

B) Quality

A, C, and D are incorrect because these are the three sides of the Iron Triangle. These three sides must be kept in balance or quality will suffer.

Which knowledge area includes the creation of the project charter?
A) Project Scope Management
B) Project Cost Management
C) Project Integration Management
D) Project Communications management

C) Project Integration Management

Project integration management, which focuses on the coordination of all components of project management, includes the development of the project charter.

Beth is a project manager and she's working with Karen the program manager. There is some disagreement about the project management methodology Karen is requiring all project managers to operate by. Who has authority over this decision in this scenario?
A) Project sponsor
B) Karen, as she is the program manager
C)Beth, as she is the project manager
D) Beth, as each project manager can select the appropriate project management methodology regardless of the program

B) Karen, as she is the program manager

Which one of the following is an example of a project life cycle phase?
A) Framing
B) Phase gate review
C) Project Quality Management
D) Executing

A) Framing

Of all the choices presented only framing is a project life cycle phase. A life cycle phase is unique to a project and shows the type of work and expected deliverables achieved within that phase.

Smith Construction has won a contract to build a 77-story condominium building in downtown Chicago. The building will have 650 condos, a parking garage, indoor and outdoor pools, two floors for retail, two floors of offices, and several shared community rooms. Mary Anne Kedzie has elected to create a program for the creation of the building. Which one of the following best describes a program?

A) A standardized approach to project management within an organization
B) A standardized approach to project management with multiple projects coordinated together
C) A collection of related projects managed in coordination to gain control that would not necessarily be available if the projects were managed independently
D) A collection of related projects, all contributing to one deliverable

C) A collection of related projects managed in coordination to gain control that would not necessarily be available if the projects were managed independently

A program is a collection of related projects managed and coordinated to gain a higher level of control.

Which one of the following statements best defines the difference between a program and portfolios in regard to scope?
A) Programs do not have scopes because they are made up of projects. Portfolios have an organizational scope
B) Programs have larger scopes than projects. Portfolios have organizational scope
C) Programs have larger scopes than their projects. Portfolio's don't have scopes because they are a financial investment
D) Programs and portfolios can share the same scope because a portfolio may have two or more programs

B) Programs have larger scopes than projects. Portfolios have organizational scope

Portfolios have an organizational scope that reflects the strategic goals of the organization. Programs have larger scopes than projects and may be part of portfolios.

Who is usually responsible for portfolio management within an organization?
A) Project Managers
B) Project Sponsors
C) Stakeholders
D) Senior management

D) Senior management

Senior management is responsible for portfolio management.

You are the project manager of a large project to install 1900 kiosks throughout college campuses in North America. The kiosks will collect applications for credit cards, phone services, and other services marketable to college students. The bulk of your project is focused on the information technology integration, the wide area network (WAN) connections from each kiosk, security of the data transferred, and the database of the information gathered. For ease of management, you have hired local contractors to install the kiosks that you will ship to each campus. The contractors on each campus will be responsible for the WAN connection, the electrical connection, the security of the kiosk, and all testing. The local contracted work could be called what?
A) Risk mitigation
B) Operations
C) Subprojects
D) management by projects

C) Subprojects

This is the best answer because work that is subcontracted out for ease of management, as in this situation, becomes a subproject.

There are several different project life cycle approaches you'll need to know and be familiar with on your PMP exam. Which life cycle approach defines the project scope, timeline, and project costs early in the project?
A) Predictive
B) Iterative
C) Inremental
D) Adaptive

A) Predictive

The predictive approach requires the project scope, the project time, and project costs to be defined early in the project timeline. Predictive life cycles have predefined phases, where each phase completes a specific type of work and usually overlaps other phases in the project.

Which of the following is likely to be part of an operation?
A) Providing electricity to a community
B) Designing an electrical grid for a new community
C) Building a new dam as a source for electricity
D) Informing the public about changes at the electrical company

A) Providing electricity to a community

Of the following, which one is not part of project integration management?
A) The creation of the project plan
B) The interaction between project teams
C) The execution of the project plan
D) The documentation of changes to the project plan

B) The interaction between project teams

Project integration management focuses on the project plan and its implementation, not the interaction between project teams. Although B could, in some instances, be considered accurate if the project plan had some interaction with other project teams, the assumption cannot be made in this question.

You are the project manager for the Fixture Installation Project in your organization. You've just completed the second of three phases. What event will happen next?
A) Phase gate review
B) Initiating of the third phase
C) Project Quality management activities
D) Phase closure

A) Phase gate review

Phase gate reviews happen at the end of each project phase and before the next phase will begin. These are opportunity to review the project work so far and to confirm that the project can and should move forward.

You are a new project manager in a company that uses a project management office. A new technology has been released in the marketplace that will supersede the technology your project is implementing. There are doubts that the project should continue. Martin, a member of the project management office is considering the amount of funds already invested in the project. What term is given to the monies you've already spent in the project?
A) capital losses
B) return on investment
C) sunk costs
D) in the red

C) sunk costs

Sunk costs describe the funds already "sunk" into a project - and they should not be considered when determining if the project should move forward or not.

What term best describes the raw data of a project, such as number of change requests and actual duration?
A) Project data outcomes
B) work performance information
C) Work performance data
D) work performance reports

C) Work performance data

The project manager typically devotes the most amount of time to which of the following tasks?
A) communications
B) budget management
C) project organization
D) management of team negotiations

A) communications

It's been said that project managers spend 90 percent of their time communicating.

You have an excellent idea for a new project that can increase productivity by 20 percent in your organization. Management, however, declines to approve the proposed project because too many resources are already devoted to other projects. You have just experienced what?
A) Parametric modeling
B) management by exception
C) project portfolio management
D) management reserve

C) project portfolio management

Project portfolio management is the process of choosing and prioritizing projects within an organization. An excellent project idea can still be denied if there aren't enough resources to complete the project work.

Of the following, which is the most important stakeholder involved with a project?
A) The project manager
B) the project sponsor
C) The CEO
D) The customer

D) The customer

Customers, internal or external, are the most important stakeholders in a project.

Which one of the following is not an example of business value?
A) Profits
B) Market Share
C) Quality Control
D) Goodwill in the community

C) Quality Control

Quality control is a process and is not business value.

A Guide to the Project Management Body of Knowledge (PMBOK Guide)

The PMI publication that defines widely accepted project management practices. The CAPM and the PMP exam are based on this book.

Application areas

The areas of expertise, industry, or function where a project is centered. Examples include architecture, IT, health care, and manufacturing.

Business value

A quantifiable return on investment. The return can be tangible, such as equipment, money, or market share. The return can also be intangible, such as brand recognition, trademarks, and reputation.

Certified Associate in Project Management (CAPM)

A person who has slightly less project management experience than a PMP, but who has qualified for and then passed the CAPM examination.

Cultural and social environment

Defines how a project affects people and how those people may affect the project. includes the economic, educational, ethical, religious, demographic, and ethnic composition of the people affected by the project.

Deliverable

A product, service, or result created by a project. Projects can have multiple of these

General management skills

These include the application of accounting, procurement, sales and marketing, contracting, manufacturing, logistics, strategic planning, human resource management, standards and regulations, and information technology.

International and political environment

The consideration of the local and international laws, languages, communication challenges, time zone differences, and other non-collocated issues that affect a project's ability to progress.

Interpersonal skills

The ability to interact, lead, motivate, and manage people.

Iron Triangle of Project Management

A triangle with the characteristics of time, cost, and scope. Time, cost, and scope each constitute one side of the triangle; if any side of the Triangle is not in balance with the other sides, the project will suffer. The Triangle is also known as the Triple Constraints of Project Management, as all projects are constrained by time, cost, and scope.

Physical environment

The physical structure and surroundings that affect a project's work.

Process groups

A collection of related processes in project management. There are five process groups and 49 project management processes. The five process groups are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

Program

A collection of related projects working in unison toward a common deliverable.

Progressive elaboration

The process of gathering project details. This process uses deductive reasoning, logic, and a series of information-gathering techniques to identify details about a project, product, or solution.

Project

A temporary endeavor to create a unique product, service, or result. The end result of this is also called a deliverable.

Project benefits management plan

A documented created and maintained by the project sponsor and the project manager. The project benefits management plan defines what benefits the project will create, when the benefits will be realized, and how the benefits will be measured.

Project business case

Created and maintained by the project sponsor and shows the financial validity of why a project is chartered and launched within the organization. Typically, the project business case is created before the launch of the project and may be used as a go/no-go decision point.

Project environment

The location and culture of the environment where the project work will reside. The project environment includes the social, economic, and environmental variables the project must work with or around.

Project Management Institute (PMI)

An organization of project management professionals from around the world, supporting and promoting the careers, values, and concerns of project managers.

Project life cycle

The phases that make up the project. Project life cycles are unique to the type of work being performed and are not universal to all projects.

Project management office (PMO)

A central office that oversees all projects within an organization or within a functional department. This supports the project manager through software, training, templates, policies, communication, dispute resolution, and other services.

Project Management Professional (PMP)

A person who has proven project management experience and has qualified for and then passed the PMP examination.

Project portfolio management

The management and selection of projects that support an organization's vision and mission. It is the balance of project priority, risk, reward, and return on investment. This is a senior management process.

Subprojects

A smaller project managed within a larger, parent project. Subprojects are often contracted work whose deliverable allows the larger project to progress.

Triple Constraints of Project Management

Also known as the Iron Triangle. This theory posits that time, cost, and scope are three constraints that every project has.

Work performance data

Raw data, observations, and measurements about project components. Work performance data is gathered and stored in the project management information system.

Work performance information

Work performance information is the processed and analyzed data that will help the project manager make project decisions.

Work performance reports

These reports is the formatted communication of work performance information. Work performance reports communicate what's happening in the project through status reports, memos, dashboards, or other modalities.

A Project

A temporary endeavor to create a unique product, service, or result.

Project Management

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Project Management is accomplished through

the appropriate application and integration of the project management processes identified for the project

Project Initiation Context

Organizational leaders initiate project in response to factors acting upon their organization.

Four fundamental categories for project initiation context

1) Meet regulatory, legal, and social requirements
2) Implement or change businesses or technological strategies
3) Satisfy stakeholder requests or needs
4) Create, improve or fix products, processes or services

Define a program

group of related projects, subsidiary programs and program activities coordinated to obtain benefits not available from managing them separately.

Programs are not

large projects

Megaprojects are

$1B+, affect 1M+ people, and run for years

Portfolio management

focuses on doing the "right" programs and projects

Program and project management focus on

doing programs and projects the "right" way

Program management is

application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by
managing program components individually

A portfolio is defined as

projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Also, centralized
management of one or more portfolios to achieve strategic objectives. The programs or projects of the portfolio may not necessarily be interdependent or directly related.

Operations management

concerned with the ongoing production of goods and/or services. However, operations & scope might intersect at some points

OPM

(Organizational Project Management): framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives. The purpose of OPM is to ensure that orgs take on the right projects and allocate critical resources appropriately.

Project life cycle

series of phases that a project passes through from its start to its completion. It provides a basic framework for managing the project.

Project phases may be

sequential, iterative, or overlapping

Project life cycles may be

predictive or adaptive. They are independent of product life cycles

Development life cycle may be

predictive, iterative, incremental, adaptive, or a hybrid model

Predictive life cycle

(Waterfall): the project scope, time, and cost are determined in the early
phases of the life

Iterative life cycle:

project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified

Incremental life cycle

deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame and it's considered complete only after the final iteration

Adaptive life cycles

are agile, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. Adaptive life cycles are also referred to as agile or change-driven
life cycles

Hybrid life cycle

is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle

Product life cycle

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

Project Phase

Collection of logically related project activities that culminates in the completion of one or more deliverables. The phases in a life cycle can be described by a variety of attributes

Phase gate

is held at the end of a phase. The project's performance and progress are compared to project and business documents. Also Called (phase review, stage gate, kill point, and phase entrance or phase exit)

Processes used once or at predefined points in the project (13)

Develop Project Charter
Develop Project Management Plan
Close Project/Phase
Plan Scope Management
Collect Requirements
Create WBS
Plan Schedule Management
Plan Cost Management
Determine Budget
Plan Quality Management
Plan Resource Management
Plan Risk Management
Plan Procurement Management

Processes that are performed periodically as needed (8)

Validate Scope
Estimate Costs
Estimate Activity Resources
Acquire Resources
Plan Communication Management
Conduct Procurement
Identify Stakeholders
Plan Stakeholder Management

Processes that are performed continuously throughout the project

All other remaining process such
as define activities

Process groups of PM (5)

Initiating
Planning
Executing
Monitoring & Controlling
Closing

Knowledge areas of PM (10)

Integration
Scope
Schedule
Cost
Quality
Resource
Communication
Risk
Procurement
Stakeholder Management

Project data

regularly collected and analyzed throughout the project life cycle.

Work performance data

raw observations and measurements identified during activities performed to carry out the project work, such as (Percent of finished work, Start and finish dates, number of change
requests, actual costs and durations). Project data are usually recorded in a Project Management Information System (PMIS)

Work performance information

Performance data collected from various controlling processes, analyzed
in context and integrated based on relationships across areas,

Types of work performance indicators (3)

status of deliverables
implementation status for change requests
forecast estimates to complete

Work performance reports

physical or electronic representation of work performance information
compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness,

Types of work performance reports (7)

status reports
memos
justifications
information notes
electronic dashboards
recommendations
updates

Methodology

system of practices, techniques, procedures and rules used by those who work in the discipline which project manger apply to their management

PMBOK is not

a methodology

tailoring is

necessary as each project is unique

Project business case

A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

Project benefits management plan

The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project. This is an iterative activity.

Examples of business cases (3)

Business needs
Analysis of situation (required, desired, optional)
evaluation

A project sponsor

is accountable for the development and maintenance of the project business case document

Project benefit management may include (7)

target benefits
strategic alignment
timeframe for realizing benefits
benefits owner
metrics
assumptions
risks

WBS

A work breakdown structure is depicted on a chart in which the critical work elements, called tasks, of a project are illustrated to portray their relationships to each other and to the project as a whole. The Project Team utilizes the WBS with a project milestone chart. The graphical nature of the WBS can help a project manager predict outcomes based on various scenarios, which can ensure that optimum decisions are made about whether or not to adopt suggested procedures or changes.

network diagram

A schematic display of the logical relationships or sequencing of project activities

Three-Point Estimating

A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.

Monte Carlo Analysis

A risk quantification technique that simulates a model's outcome many times to provide a statistical distribution of the calculated results

critical path

the sequence of activities that determine the earliest date by which the project can be completed

project management process

Initiation, Planning, Execution, Monitoring and Control, Completion

procurement management

processes to purchase or acquire products, services, or results from outside the project team

Risk Management

All efforts designed to preserve assets and earning power associated with a business.

quality management

A total commitment by everyone in an organization to improve the quality of procedures and products by reducing waste, errors, and defects.

Integration Management

processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities

Project Scope Management

The processes involved in defining and controlling what work is or is not included in a project

Project Stakeholder Management

Project Stakeholder Management includes the processes required to identify all people or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

Project frameworks

Describe the goals of a particular project, usually for a specified period of time

Project Risk Management Processes (7)

Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, Risk Monitoring and Control

Project Risk Management

the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project.

Project Quality Management

the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

Professional Responsibility

the obligation to act appropriately, ethically, and to the best of their abilities as PMs

Project Communications Management

Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.

Project Resource Management

Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.

Project Integration Management

Processes that coordinate all project management knowledge areas throughout a project's life, including developing the project charter, developing the preliminary project scope statement, developing the project management plan, directing and managing the project, monitoring and controlling the project, providing integrated change control, and closing the project

Types of Decisions

Strategic - Executive Level
Administrative - Middle Management Level
Operational - First Line Level

Categories of Decisions

Command Decisions - Made by the manager on their own.
Consultative Decisions - Made with us of input and opinions from other.
Consensus Decisions - Made democratically by a group.

Seven Steps of the Decision-Making Process

1. Identify the Problem
2. Gather all of the facts
3. Develop alternatives
4. Evaluate the alternatives
5. Select the most appropriate alternatives
6. Implement the alternatives
7. Evaluate the results

SARA problem solving model

a) Scanning - methods of identifying problem
b) Analysis - helps to identify response strategies
c) Response - should include a wide range of partners
d) Assessment - helps measure impact of efforts on the problem

External Forces impacting Police Departments

1. Civilian Complaint Boards
2. Political Influences
3. Media
4. Community Demands
5. Other sectors, Criminal Justice System

Whole Brain Thinking

1. Left Brain processes Logic
2. Right Brain processes Emotions
-Need both for problem solving and decision making in Law Enforcement.

The Continuum of Compromise

-A perceived Sense of Victimization can lead to the Rationalization and Justification of:
1) Acts of Omission
2) Acts of Commission - Administrative
3) Acts of Commission - Criminal
4) Entitlement versus Accountability
5) Loyalty versus Integrity

Three Qualities of Successful Leader

1) A Leader models what he wants.
2) A Leader is creative and a problem solver.
3) A Leader knows himslef.

Leadership and the Wallenda Factor

A) Negative perspective means the person believes:
1) Success is not possible
2) What is being asked can't be produced

B) Positive perception means the person:
1) Believes in his/her ability
2) Favorably views the task or project as something he/she can produce.

Pros and Cons of the Interactive Group Process

-Pros:
1) Multiple points of view
2) Rapid Fire generation of ideas
3) Face to Face meetings
4) Conflict viewed as an asset
5) Creative ideas
6) Improve quality of thoughts

-Cons:
1) Time consuming
2) Difficult to control
3) Evade responsibility
4) Managers view as a waste of time

project

A temporary endeavor undertaken to create a unique product, service, or result.

New, component of another item, enhancement, or correction ( correction of defect in end item)

example of unique product

business function that supports production or distribution

example of unique service

research project that develops knowledge that can be used to determine whether trend exists or new process will benefit society

example of unique result

software application, its associated documentation, and help desk services

example of unique combination of one or more products, services, or results

developing new pharmaceutical compound for market

example of project

1. objectives are achieved
2. objectives cant/wont be met
3. funding isn't available
4. need no longer exists
5. resources no longer available
6. terminated for legal cause/inconvenience

Temporary Endeavor - End of a project is reached when (6)

1. Drive Change - organizations moving from current state to future state (projects drive change)
2. Enable business value creation - benefit that results of specific project provide to stakeholders (tangible-money, intangible-goodwill, or both)

Project do two things:

1. Regulatory, legal, or social reqs
2. Stakeholder requests
3. Implement/change business/tech strategies
4. Create, improve, or fix products, processes, or services

Four reasons to initiate a project

project management

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements

1. tie project results to business goals
2. compete more effectively in their markets
3. sustain the org
4. respond to business env changes

effective project management does 4 things

1. stand-alone project
2. within program
3. within portfolio

project may be managed in 3 scenarios

program

A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.

portfolio

Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.

operations management

ongoing production of goods/services; managing processes that transform inputs into outputs

1. developing new product, upgrading, or expanding
2. improving operations or product dev process
3. end of product life cycle
4. each closeout phase

four times when projects can intersect with operations

organizational project management

framework in which portfolio, program, and project mgm are integrated with org enablers to achieve objectives (ensure org does right projects and allocates resources well)

1. project life cycle
2. project phase
3. phase gate
4. project management processes
5. project management process group
6. project management knowledge area

6 project componenets

project life cycle

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

Project Phase

A collection of logically related project activities that culminates in the completion of one or more deliverables.

Phase Gate

A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program.

project management processes

A systematic series of activities directed toward causing an end result where one or more inputs will be acted upon to create one or more outputs.

project management process group

A logical grouping of project management inputs, tools and techniques, and outputs. The Project Management Process Groups include initiating processes, planning processes, executing processes, monitoring and controlling processes, and closing processes. Project Management Process Groups are not project phases.

project management knowledge area

An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.

1. Predictive
2. Iterative
3. Incremental
4. Adaptive
5. Hybrid

5 types of development life cycles

Predictive Life Cycle

scope, time, cost are determined in early phases + changes managed carefully

Iterative Life Cycle

scope determined early but time and cost routinely modified as understanding of product increases (series of repeated cycles)

Incremental Life Cycle

The deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.

Adaptive Life Cycle

agile, iterative, or incremental; detailed scope is defined and approved before the start of an iteration

Hybrid Life Cycle

A combination of predictive and an adaptive life cycle. Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle.

Product Life Cycle

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

1. Name
2. Number
3. Duration
4. Resource requirements
5. Entrance criteria
6. Exit criteria

project phases can have 6 attributes

1. continue to next phase
2. continue to next phase with changes
3. end project
4. remain in phase
5. repeat phase or elements of it

5 phase gate decisions

1. used once
2. performed periodically
3. performed continuously

three categories for processes

Initiating Process Group

define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

Planning Process Group

establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

Executing Process Group

complete the work defined in the project management plan to satisfy the project specifications.

Monitoring and Controlling Process Group

track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

Closing Process Group

formally complete or close project, phase, or contract

Project Integration Management

processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Project Scope Management

processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

project schedule management

processes required to manage the timely completion of the project.

project cost management

processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.

Project Quality Management

processes for incorporating org's quality policy regarding planning, managing, and controlling project quality requirements, in order to meet stakeholders' expectations

Project Resource Management

processes to identify, acquire, and manage the resources needed for the successful completion of the project.

Project Communications Management

processes to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.

Project Risk Management

processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project.

Project Procurement Management

processes necessary to purchase or acquire products, services, or results needed from outside the project team.

Project Stakeholder Management

processes required to identify all people or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

Work Performance Data

The raw observations and measurements identified during activities being performed to carry out the project work.

number of change requests

example of work performance data

Work Performance Information

The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.

status for change requests

example of work performance information

Work Performance Reports

The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness.

status reports

example of work performance reports

methodology

A system of practices, techniques, procedures, and rules used by those who work in a discipline.

1. project business case
2. project benefits management plan

two business documents

Project business case

A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

Project benefits management plan

The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project.

1. Business needs
2. Analysis of the situation
3. Recommendation
4. Evaluation

business case can include documenting 4 things

1. target benefits
2. strategic alignment
3. timeframe for realizing benefits
4. benefits owner
5. metrics
6. assumptions
7. risks

benefits management plan can include documenting 7 things

Project Charter

A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

Project Management Plan

The document that describes how the project will be executed monitored, and controlled.

1. completing benefits management plan
2. meeting financial measures
3. fulfilling contract terms
4. achieving stakeholder satisfaction
5. meeting governance criteria
6. acceptable customer adoption

6 examples of project success