Index_P

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P

parametric modeling, using with Project Cost Management, 288–289, 292, 307

Pareto diagrams, creating for Project Quality Management, 333–334

Parkinson’s Law, relationship to Project Time Management, 239

payback period, explanation of, 187–188

PDM (Precedence Diagramming Method)

PNDs as, 234

using with Project Time Management, 231–232

performance measurement

adding to project plans, 162

versus Performance Reports, 207

performance reporting

ensuring, 99

purpose of, 109

performance reports

evaluating, 205, 294

examining results of, 404–405

preparing for, 399

relationship to scope change control, 207

PERT (Program Evaluation and Review Technique), explanation of, 248–249.

See also PNDs (Project Network Diagrams)

phase exit, explanation of, 49

plan details, overview of, 141

planning

iterative nature of, 207, 261, 296

for Project Communications Management, 22

relationship to quality, 19

planning outputs, using as inputs to project plans, 132

planning processes

examining outputs from, 147

identifying, 89–94

mapping to knowledge areas, 112–113

recognizing, 104–106

revisiting, 163

table of, 133

planning specifications, examining, 148

planning to action process, diagram of, 139

PMBOK Guide, significance of, 4

PMI approach toward planning for quality, explanation of, 322

PMIS (Project Management Information Systems)

approach toward quality, 318–320

using, 138, 154–155

PMP code of professional conduct

advancing the professions, 511

applying honesty to the profession, 511

complying with rules and policies, 510–511

content of, 510

eliminating inappropriate actions, 513

enforcing project management truth and honesty, 512–513

responsibilities to customers and the public, 511–513

and responsibilities to the profession, 510–511

PNDs (Project Network Diagrams). See also PERT (Program Evaluation and Review Technique)

calculating float in, 250–252

creating, 90

creating for Project Time Management, 231

Du notation on, 253

presenting project schedules as, 258

relationship to project schedules, 242

using for Project Time Management, 234

policies and rules, complying with, 510–511

preventive actions, considering, 151

pricing versus cost estimating, 283–289

probability-impact matrix, creating for qualitative risk analysis, 437–439

problem-solving skills

overview of, 369

using, 152

process flow charts, using in Project Quality Management, 325

process interactions, customizing, 109–111

process types, recognizing, 104–109

processes, 84–85. See also project management

process groups

components of, 103

core processes, 104

facilitating processes, 104

plotting, 111–113

role in projects, 84–85

procurement documents

auditing, 100

creating, 484–485

Procurement Management.

See Project Procurement Management

Procurement Management Plan

content of, 144, 147

details of, 482–483

procurement planning facilitating process,

purpose of, 107

procurement planning process

completing, 477–482

examining results of, 482–483

overview of, 474–477

purpose of, 134

procurement process, auditing, 495

procurement resources, relying on, 475

product analysis, using, 193–194

product breakdown, accomplishing product analysis with, 193

product costs, deducting for tax deductions, 285

product descriptions

creating, 88

examining, 183–184

reviewing for Project Quality Management, 321–322

using with Project Procurement Management, 475

products

applying appropriate amount of focus to, 319

versus project life cycles, 52

project scope, 181

program management

overview of, 28–30

versus subproject implementation, 30–31

progressive elaboration

example of, 89

explanation of, 6–7

project advancement, overview of, 47–48

project assumptions, overview of, 136

project baselines

adjusting, 208

overview of, 142

project budgets

creating, 91–92

developing, 292

project calendars, using, 244

Project Charters

creating, 88

examining, 191–192

purpose of, 140

using with Project Risk Management, 423

project coding structure, using with Project Time Management, 257–258

Project Communications Management

analyzing project variances in, 399–400

communications planning component of, 390–393

completing administrative closure, 405–407

completing trend analysis, 400

and CPI (Cost Performance Index), 402

creating communications matrix, 396

creating Communications Plan, 393

creating information retrieval systems, 397

creating successful communications, 395–396

distributing information, 397

and EAC (Estimate at Completion), 402–403

and ETC (Estimate to Complete), 403

evaluating project constraints and assumptions, 392–393

examining communication skills, 394–395

examining results of information distribution, 397–398

examining results of performance reporting, 404–405

exploring communication modalities, 391

identifying communication requirements, 391

preparing for information distribution, 393–394

preparing for performance reporting, 399

reporting project performance, 398–405

reviewing project performance, 399

and SPI (Schedule Performance Index), 402

and SV (Schedule Variances), 402

using EV (Earned Value) analysis with, 400–403

and VAC (Variance at Completion), 403

Project Communications Management knowledge area

focus of, 7

overview of, 21–22

project completion

in balanced matrix structures, 63

in composite organizations, 64

in functional organizations, 61–62

in matrix structures, 62

models for, 59–61

in projectized structures, 64

in strong matrix structures, 63

in weak matrix structures, 63

project constraints

cost, 10

evaluating for project schedules, 245–246

identifying for Project Human Resource Management, 354–355

impact of, 11

overview of, 135–136

and Project Communications Management, 392–393

and Project Procurement Management, 476–477

project scope, 10, 136

and Project Time Management, 226

recognizing, 192

schedule, 10

Project Cost Management. See also cost estimating

accounting for anomalies in, 301

and accounting for flawed estimates, 300–301

accounting for permanent variances in, 301

acknowledging cost of risk in, 287

applying alternative solutions to, 281

applying expert judgment to, 281

and calculating CPI (Cost Performance Index), 299

and calculating EAC (Estimate at Completion), 300–302

closing out projects, 302

completing cost budgeting, 291–293

considering cost control results in, 297–302

considering supporting detail for, 290–291

and cost estimating, 283–289

creating cost baselines for, 293

developing project budgets, 292

focus of, 7

implementing cost control in, 293–297

and inputs to resource planning, 278–282

measuring project performance related to, 295–296

overview of, 17–18

planning resources for, 278–282

and preparing EAC (Estimate at Completion), 298–299

referencing chart of accounts for, 287

using analogous estimating with, 287–288

using bottom-up estimating with, 289

using computer software with, 289

using estimating publications with, 286

using historical information with, 286–287

using parametric modeling with, 288–289

using project management software with, 282

project costs, estimating, 287

project deliverables

decomposing, 198–199

explanation of, 195

formal acceptance of, 204

project documents, reviewing to identify

project risks, 431

project execution, implementing tools and techniques for, 152–155

project feasibility studies

completing, 50

creating, 88

Project Human Resource Management

applying human resource practices, 356

assembling project team, 366

completing organizational planning, 355–359

completing stakeholder analysis, 359

creating organizational charts, 362

creating role and responsibility assignments, 359–360

creating Staffing Management Plan, 360–361

creating team-building activities, 368

dealing with team disagreements, 368

dealing with team locales, 372–373

developing project team, 366–367

documenting supporting detail for, 362–363

examining organizational planning results, 359

examining results of team development, 373

examining staffing pool, 363–364

focus of, 7

identifying project constraints in, 354–355

identifying staffing requirements, 353–355

leading project team development, 366–367

managing staff acquisitions, 363–364

negotiating for resources, 364–365

overview of, 20–21

and preparing for organizational planning, 353–355

recruiting team members, 364

relating to organizational theories, 356–359

relying on general management skills, 368

rewarding project teams, 372

training project teams, 373

project information

communicating, 66–68

dispersing, 96–97

project initiation tools and techniques, overview

of, 185–186

Project Integration Management

focus of, 7

overview of, 14–15, 130–131

project interfaces, identifying for organizational planning, 353–354

project justification, explanation of, 194

project life cycles

defining, 8

examining, 51

example of, 46, 52–54

overview of, 50

versus product life cycles, 52

working through, 51–52

project management

adopting approach toward, 140–141

areas related to, 28–32

framework of, 13

overview of, 6–12

Project Management Life Cycle versus Project Life Cycle, 55

project management process groups. See also processes

closing processes, 9–11, 99–102

closure processes, 13

controlling processes, 9, 11, 13, 97–99

executing processes, 9, 11, 94–97

execution processes, 13

initiating processes, 8, 11, 87–89

initiation processes, 13

interaction between, 102–103

mapping to knowledge areas, 112–113

overview of, 85–87

planning processes, 9, 11, 13, 87–89

project management skills

active problem solving, 68–69

communicating project information, 66–68

influencing the organization, 69

leading project team, 66

negotiating project terms and conditions, 68

project management software

relying on, 261

using for Project Time Management, 257

using with Project Cost Management, 282

project managers

accountability of, 47

in balanced matrix structures, 63

in functional organizations, 62

in matrix structures, 62

powers of, 368, 375

in projectized structures, 64

recognizing, 192

relationship to stakeholders, 55, 57

responsibilities of, 13, 48, 320

selecting, 89

skills associated with, 368

as stakeholders, 56

in strong matrix structures, 63

in weak matrix structures, 63

project objectives, explanation of, 195

project office, overview of, 65–66

project organization expertise, adapting, 26

project performance

measuring, 261, 295–296

reporting in Project Communications Management, 398–405

reviewing, 399

project phase deliverables

overview of, 47

project advancement, 47–48

stage gates, 48–49

project phases

completing, 49

overview of, 48–49

project plan development process

applying tools and techniques for, 136–138

evaluating outputs of, 140

inputs to, 132–138

purpose of, 106, 133

project plan execution process

examining outputs of, 155–157

purpose of, 108

project planning, role in risk identification, 429

project plans

adopting methodology for, 137

completing, 94

considering details of, 150

creating, 14–15

developing, 139–140

examining, 140–147

examining execution inputs of, 149–152

executing, 149

overview of, 131

purpose of, 132, 148

relying on supporting detail of, 150

updating, 163

updating for Project Risk Management, 453

Project Portfolio Management, overview of, 31–32

project processes. See processes

Project Procurement Management.

See also procurement planning process

completing solicitation, 487–488

completing solicitation planning process, 483

creating evaluation criteria for, 485–486

determining contract types for, 479–481

focus of, 8

overview of, 24–25

performing contract administration, 491–494

performing contract closeout, 494–495

preparing for solicitation, 487

relationship to source selection, 488–490

using expert judgment in, 479

using SOW (Statement of Work) with, 483

using statement of work as evaluation criteria

in, 485–486

Project Quality Management. See also quality

applying benchmarking practices to, 324

applying checklists to, 327

applying trend analysis to, 335

completing statistical samplings for, 334

creating flow charts for, 324–325

creating Pareto diagrams for, 333–334

design of experiments approach toward, 325–326

focus of, 7

identifying operational definitions for, 327

implementing, 319–320

overview of, 18–20

planning for, 322–326

reviewing standards and regulations for, 322

using benefit/cost ratios with, 323

using flow charts in, 334

project resources, planning, 278–282

project risk, considering, 11

Project Risk Management. See also risk management planning process

considering roles and responsibilities, 423–424

creating risk categories, 430

creating risk management plans, 425–428

examining assumptions related to, 433

examining results of qualitative risk analysis, 440–441

examining results of risk monitoring and control, 456–457

examining results of risk response planning, 451–453

examining stakeholder tolerance, 424

focus of, 7

identifying project risks, 431–434

identifying risks with, 428–429

implementing risk monitoring and control, 453

overview of, 22–24

planning for risk response, 445, 447

preparing for and completing risk monitoring

and control, 454–455

preparing for risk identification, 429–430

and qualitative risk analysis, 435–441

and quantitative risk analysis, 441–445

referring to historical information, 430

referring to project charter, 423

relying on risk management policies, 423

and SWOT (strengths, weaknesses, opportunities, and threats), 432

using checklists in, 433

using diagramming techniques with, 433–434

using qualitative risk analysis with, 435–440

using Risk Management Plan templates, 424–425

using WBS (Work Breakdown Structure) with, 425–426

project schedules

controlling, 260–262

creating, 91, 248–257

developing, 241–248

examining, 258–259

updating, 262

project scope. See also scope definition process

versus product scope, 181

protecting from change, 204–208

updating, 208

verifying, 201–203

Project Scope Management

focus of, 7

overview of, 15–17, 180–181

project scope statement, reviewing, 321

project simulations

using with Project Time Management, 255

using with quantitative risk analysis, 444–445

project slack, calculating in PNDs, 250

project stakeholders. See stakeholders

project teams. See teams

project terms and conditions, negotiating, 68

Project Time Management

and activity sequencing inputs, 229–231

applying duration compression to, 253–255

applying expert judgment to, 237

applying mathematical analysis to, 248–249

applying quantitative estimates to, 238

calculating float in PNDs, 250–252

compiling activity list for, 227–228

considering activity duration estimates inputs, 235–237

considering leads and lags, 247

creating analogy for, 238

creating network diagrams for, 231

decomposing work packages for, 226

evaluating estimates in, 240

factoring in reserve time, 239–240

factors related to, 224–225

focus of, 7

inputs to activity definition, 225–226

organizing supporting detail for, 228

reevaluating assumptions related to, 246

relationship to outputs of schedule development, 257–258

relying on project coding structure, 257–258

relying on templates for, 226–227

updating activity lists for, 235

updating resource requirements for, 259–260

updating WBS for, 228

using ADM (Arrow Diagramming Method)

with, 233

using conditional diagramming methods with, 233

using GERT (Graphical Evaluation and Review Technique) with, 233

using PDM (Precedence Diagramming Method) with, 231–232

using PNDs (Project Network Diagrams) with, 234

using project management software for, 257

using project simulations with, 255

using resource leveling heuristics with, 256–257

using schedule management plans with, 259

utilizing network templates with, 233–234

project variances, analyzing in Project Communications Management, 399–400

project work

authorizing, 94–95

examining results of, 156

inspecting, 203

projectized structures

completing projects in, 64

pros and cons of, 65

projects. See also subproject implementation

brainstorming to identify project risks, 431

characteristics of, 9–11

closing out, 302

concepts for, 6

considering expected quality of, 11

correcting, 208

examining selection criteria for, 184–185

examining supporting detail of, 147–148

examples of, 5

failure of, 51

impact of changes on, 52

improving with QA (quality assurance), 329

initiating, 182–184

justifying creation of, 87

knowledge areas of, 7–8

launching, 94

versus operations, 4–6

refining, 6–7

relationships to programs, 29–30

role of, 58

selecting, 185–186

proof-of-concept, role in project life cycle, 53

proposals in Project Procurement Management, purpose of, 485

prototype manufacturing, role in project life cycle, 53

PV (Planned Value), role in EVM (Earned Value Management), 295–296

PV (Present Value), formula for, 285

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