Chapter 4 Project Integration Management
- • Process
- ◦ Develop project charter
- ◦ Develop preliminary project scope statement
- ◦ Develop project management plan
- ◦ Direct and manage project execution
- ◦ Monitor and control project work
- ◦ Integrated change control
- ◦ Close project
- • Project charter
- ◦ Issued by a sponsor, not the project manager
- ◦ Created in the initiating process group
- ◦ Broad enough so it does not NEED to change as the project changes
- ◦ Any change to the project charter should call into question whether or not the project should continue.
- • Constraints and Assumptions
- ◦ Constraints are factors that limit the team's options such as limits on resources, budget, schedule and scope
- ◦ Assumptions are things that are assumed to be true which may not be true
- • Project Statement of Work
- ◦ is created by the customer/sponsor and describes their needs, product scope and how the project fits into their strategic plan.
- • Project Selection Methods
- ▪ Murder board -a panel of people who try to shoot down a new project idea
- ▪ Peer review
- ▪ Scoring models
- ▪ Economic models Benefit compared to cost
- ▪ Linear programming
- ▪ Integer programming
- ▪ Dynamic programming
- ▪ Multi-objective programming
- • Project Management Information System
- ◦ Think of a PMIS as all the software (automated tools) available in your company that can be used to help manage a project
- • Develop Project Management Plan
- ◦ accomplish B.A.R.F
- ◦ bought into, approved, realistic and formal
- • Configuration Management System
- ◦ making sure everyone knows what version of the scope, the schedule and other components of the project management plan are the latest version
- ◦ It is designed in the planning process group and used in the integrated change control process.
- • Change Control System
- ◦ A collection of formal, documented procedures, paperwork, tracking systems and approval levels for authorizing changes
- ◦ may include:
- ▪ how changes will be managed
- ▪ Creation of a change control board to approve all changes
- ▪ Change control procedures (how, who)
- ▪ Performance statistics (e.g., timelsystem, timeldrawing)
- ▪ Reports (e.g., software output, milestone charts, resource usage)
- ▪ Change forms
- • Work Authorization System
- ◦ notifying team members or contractors that they may begin work on a project work package.
- ◦ manage what time and in what sequence work is done
- ◦ 注意: 不包含 Who , Who 包含在 RAM
- • Baseline (Performance measurement baseline)
- ◦ Baselines are used during project executing to measure performance and to help control the project.
- ◦ There can be scope, schedule, cost and quality baselines, but many projects will also include a resource baseline or technical performance baselines
- • Formal approval means sign-off (signatures)
- • Kickoff Meeting
- ◦ A meeting of all parties to the project (customers, sellers, project team, senior management, agencies, functional management, sponsor).
- ◦ It is held at the end of the planning process group just before beginning work on the project.
- • Corrective Action
- ◦ is any action taken to bring expected future project performance in line with the project management plan
- • Preventive Action
- ◦ Whereas corrective action involves implementing actions to deal with actual deviations from the performance baselines, preventive action deals with anticipated orpossible deviations from the performance baselines
- • Defect Repair
- ◦ Discovered during the quality management process, and formed into a change request during the monitor and control project work process, these changes are approved or rejected in the integrated change control process
- • A stakeholder wants to add scope to theproject. You estimate that the change will add two weeks to the project duration. What do you do next?
- ◦ To see how the proposed change impacts cost, quality, risk and possibly customer satisfaction.
- ◦ A change in any component of the "triple constraint" should be evaluated for impacts on all the other components
- • how to make changes
- ◦ Evaluate impact
- ▪ got the impact, and then notify sponsor, and then notify client
- ◦ Create options
- ▪ include cutting other activities, crashing, fast tracking, etc.
- ◦ Get internal buy-in (買進,大宗收購,囤積;(拍賣時由於買價低,賣主)買回(自己的拍賣物), 買進公司股份,成為股東, 補進)
- ◦ Get customer buy-in (if required)
- • "evaluate" involves considering all components of the "triple constraint."
- • "Options"
- ◦ are created based on crashing, fast tracking, re-estimating and playing "what if" using project management software.
- ◦ include actions to decrease threats further, increase opportunities, compress the schedule through crashing, fast tracking, changing how the work is performed, adjusting quality or cutting scope so that the effect of the change will be minimized.
- • The steps to make changes (more detail)
- ◦ Prevent the root cause of change
- ◦ Identify change
- ◦ Create a change request
- ◦ Assess the change
- ◦ Look at the impact of the change
- ◦ Perform integrated change control
- ◦ Look for options
- ◦ Change is approved or rejected
- ▪ a change to the project charter, the sponsor who signed or approved the project charter has to make the final decision
- ▪ the change is within the project management plan, or the project manager can adjust the project to accommodate the change, the project manager can make the decision
- ▪ the project manager could be the one to create and approve certain change requests without getting anyone else's approval
- ◦ Adjust the project management plan and baselines
- ◦ Notify stakeholders affected by the change
- ◦ Manage the project to the new project management plan
- • Close Project
- ◦ Administrative closure procedure
- ◦ Contract closure procedure
- ◦ The difference between these procedures is focus, frequency and formality. Administrative closure focuses on closing the project or project phase. Contract closure focuses on closing a contract that is part of a project.
- • Life Cycle approach
▪ P計畫（Plan）、D執行（Do）、C查核（Check）及A處置（Action）
Chapter 5 Scope Management
• Process
- Scope planning
- Scope definition
- Create WBS
- Scope verification
- Scope control
- Scope management means:
- Constantly checking to make sure you are completing all the work
- Not letting people randomly add to the scope of the project without a structured change control system
- Making sure all changes fit within the project charter
- Defining and controlling what is and is not included in the project
- Preventing extra work or gold plating
- Product Scope
- ◦ Product scope is another way to say "requirements that relate to the product of the project." What do they want you to do?
- Project Scope
- ◦ The work you need to do to deliver the product of the project. This includes the meetings, reports, analysis and all the other parts of project management that become part of the project scope management plan.
- Scope Baseline
- Measurements of success on the project include whether the requirements have been met and whether the scope baseline has been met.
- The scope baseline is
- the project scope statement,
- the work breakdown structure and
- the work breakdown structure dictionary.
- project scope management plan could be thought of as containing three parts:
- ◦ how will scope be planned, executed and controlled
- Scope definition
- Stakeholder Analysis
- ▪ makes sure that the stakeholder's needs, wants and expectations are turned into requirements.
- Product Analysis
- ▪ analyze the objectives stated by the customer or sponsor and turn them into tangible requirements
- Project Scope Statement
- Scope definition will be included on your exam score sheet as part of
- ◦ Define and Record Requirements, Constraints and Assumptions
- A WBS
- is deliverable-oriented.
- The WBS breaks the project into smaller and more manageable pieces.
- ◦ This is a top-down effort to decompose the work into smaller pieces called work packages.
- ◦ work packages that are greater than the 8 to 80-hour rule of thumb (實用方法;概測法;約略的衡量)
- ◦ it is created with the help of the team
- ◦ includes only work needed to create deliverables
- ◦ can tell the team from slipping through the cracks
- • control account
- ◦ higher in the WBS than a work package, is called the control account.
- • Please note that PMI does not make extensive use of the word "task." Cut that word from your vocabulary. Instead replace it with the word "work package." Work packages are divided further into schedule activities; activities for short, with the help of the WBS dictionary described later in this chapter.
- • The best way to think of decomposition is that decomposition is what you are doing, and the WBS is the tool to do it. One can decompose the project using a WBS
- • WBS Dictionary
- ◦ provides a description of the work to be done for each WBS work package and helps make sure the resulting work better matches what is needed.
- ◦ contains
- ▪ A number identifier
- ▪ Related control account (for cost)
- ▪ A statement of the work to be done .
- ▪ Who is responsible for doing the work .
- ▪ Any schedule milestones
- • Scope verification
- ◦ checking the work against the project management plan and the project scope management plan, WBS and WBS dictionary, and then meeting with the customer to gain formal acceptance of deliverables
- ◦ input
- ▪ Deliverables
- ▪ Project scope statement
- ▪ Project scope management plan
- ▪ WBS dictionary ◦ output
- ▪ Accepted deliverables
- ▪ Customer satisfaction
- ▪ Requested changes
- ▪ Recommended corrective actions
- • alternative ways to describe scope verification:
- • Conducting inspections (指導檢查), reviews, audits
- • Determining whether results conform to requirements
- • Determining whether work products are completed correctly
- • Documenting completion of deliverables
- • Gaining formal sign-off
- • scope verification and quality control can overlap.
- ◦ The two topics are very similar in that both involve checking for the correctness of work.
- ◦ The difference is focus.
- ▪ scope verification
- ▪ customer acceptance of the deliverables
- ▪ quality control
- ▪ meeting the quality requirements specified for the deliverables and
- ▪ analysis of the correctness of the work.
- • Scope control
- ◦ focus on controlling scope as well as looking for the impact of scope changes on other knowledge
- ◦ where changes to scope are coming from on the project, and what you can do to limit the effects areas and the impact of other changes on scope (integrated change control).
- ◦ is extremely proactive. (非常前攝的)
- ◦ steps
- • One then has to measure scope performance against the scope baseline.
- • Once that information is known, the next step is to determine if any updates to the project management plan or the components of the scope baseline are needed, and what corrective and preventive actions should be recommended.
Chapter 6 Time Management
- Process
- Activity planning
- Activity sequencing
- Activity resource estimating
- Attivity duration estimating
- Schedule development
- Sechdule control
- An unrealistic schedule is the proect manager's fault
- Things About Estimating to Know for the Exam
- Estimating should be based on a WBS to improve accuracy
- Corrective actions and preventive actions should be recommended when schedule problems (and cost, scope, quality and resource problems) occur
- Padding is not an acceptable project management practice
- Schedule Management Plan includes:
- Establishment of a schedule baseline for measuring against during the monitoring and controlling process group
- Identification of performance measures, to identify variances early
- Planning for how schedule variances will be managed
- Identification of schedule change control procedures
- Activity Definition
- ◦ the WBS is decomposed into activities (schedule activities) and in activity sequencing (described next) those activities are sequenced into the network diagram.
- Rolling wave planning
- Methods to Draw Network Diagrams
- Precedence Diagramming Method (PDM) or Activity-on-Node (AON)
- Finish-to-start You must finish digging a hole before you can start the next activity, planting a tree
- Start-to-start You must start design and wait for two weeks lag before you can start coding
- Finish-to-finish You must finish testing before you can finish documentation
- Start-to-finish Start-to-finish relationships are rarely used
- Arrow Diagramming Method (ADM) or Activity-on-Arrow (AOA)
- Uses only finish-to-start relationships between activities
- May use dummy activities
◦ A network diagram drawing method that allows loops between activities
- Types of Dependencies
- Mandatory Dependency (Hard Logic)
- ▪ Inherent in the nature of the work being done or required by the contract (e.g., you must design before you can construct).
- ◦ Discretionary Dependency (Preferred, Preferential or Soft Logic)
- ▪ The way the project manager prefers to set dependencies. These dependencies can be changed if needed, while the others cannot easily be changed.
- ◦ External Dependency
- ▪ Based on the needs or desires of a party outside the project (e.g.,government or suppliers).
- • Leads and Lags
- ◦ A lead may be added to start an activity before the predecessor activity is completed.
- ◦ A lag is inserted waiting time between activities.
- • Activity Duration Estimating
- ◦ One-Time Estimate ▪ one estimate per activity is received.
- ▪ A pad is adding some time to the project estimate.
- ▪ A pad added to an activity is merely unidentified uncertainties and risks.
- ▪ padding is a sign of poor project management!
- ▪ should only be used for projects that do not require a detailed highly probable schedule.
- ◦ Analogous Estimating
- ▪ is a form of expert judgment.
- ◦ Parametric Estimating
- ▪ is used if you do not have detailed information on which to base time estimates
- ▪ uses a mathematical model to calculate projected times for an activity based on historical records
- ▪ such measures as time per line of code, time per linear meter or time per installation
- ▪ Regression analysis (scatter diagram 散佈圖)
- ▪ This diagram tracks two variables to see if they are related and creates a mathematical formula to use in future parametric estimating.
- ▪ Learning curve
- ▪ The 100th room painted will take less 20 time than the first room because of improved efficiency
- ◦ Heuristics (啟發式知識)
- ▪ means a rule of thumb (實用方法;概測法;約略的衡量)
- ▪ (80/20 rules) 80 percent of quality problems are caused by 20 percent of potential sources of problems
- ◦ Three-Point Estimates
- ▪ use an optimistic (0), pessimistic (P) and most likely (M) estimate for each activity
- ◦ Reserve Analysis
- ▪ contingency reserve
- ▪ for the risks remaining after risk response planning
- ▪ mnanagement reserve
- ▪ is any extra amount of funds to be set aside to cover unforeseen risks
- The cost baseline will include the contingency reserve, and the cost budget will include the management reserve.
- Schedule Development
- ◦ The difference between a time estimate and a schedule is that the schedule is calendar-based.
- Schedule Network Analysis
▪ PERT formulas (P+4M+O)/6 , stand derivation (P-O)/6, variance ((P-O)/6)^2
◦ Critical path method
- determining the longest path in the network diagram (the critical path)
- the earliest and latest an activity can start and the earliest and latest it can be completed.
- critical path
- is the longest duration path through a network diagram and determines the shortest time to complete the project.
- you can have more than one critical path
- Near-Critical Path
- This path is close in duration to the critical path
- The closer the near-critical and critical paths are, the more risk the project has
- Float (Slack)
- Total float
- ▪ The amount of time an activity can be delayed without delaying the project end date or and intermediary milestone
- Free float
- ▪ The amount of time an activity can be delayed without delaying the early start date of its successor(s).
- Project float
- ▪ The amount of time a project can be delayed without delaying the externally imposed project completion date required by the customer, management, or previously committed to by the project manager
- Activities on the critical path almost always have zero float.
- Critical path activities that are delayed or have dictated dates can result in negative float.
- "There is a start formula and a finish formula and we always begin late."
▪ Float = LS - ES, or Float = LF - EF.
• Schedule compression- Fast Tracking
- Doing critical path activities in parallel that were originally planned in series.
- Adding resources
- Crashing
- Making cost and schedule tradeoffs to determine how to obtain the greatest amount of schedule compression for the least incremental cost while maintaining project scope
- moving resources
- What-if scenario analysis .
- This method of estimating uses a computer to simulate the outcome of a project making use of the three time estimates (optimistic, pessimistic and most likely) for each activity and the network diagram
- The simulation can tell you:
- The probability of completing the project on any specific day
- The probability of completing the project for any specific amount of cost
- The probability of any activity actually being on the critical path
- The overall project risk
- Resource leveling
- ▪ is used to produce a resource-limited schedule
- Critical chain method
- is another way to develop a bought into, approved, realistic and formal schedule
- it takes into account, directly, both activity and resource dependencies Schedule
- Bar Charts (also called Gantt Charts)
- ◦ Weak planning tools, but effective tools for progress reporting and control. Bar charts are not project management plans
- Milestone Charts
- milestones have no duration
- Milestone charts are good tools for reporting to management and the custonler
- schedule baseline
- is the final schedule
- can only be changed by formally approved changes.
- Schedule Control
- Adjusting future parts of the project for delays, rather than asking for a time extension
- Adjusting metrics that are not giving the project manager the information needed to properly manage the project
- Adjusting progress reports and reporting
- Utilizing the change control processes
- Identifying requested changes and recommended corrective actions
- Progress Reporting
- 50/50 Rule
- ▪ An activity is considered 5 0 percent complete when it begins and gets credit for the last 5 0 percent only when it is completed.
- 20/80 Rule
- ▪ An activity is considered 2 0 percent complete when it begins and gets credit for the last 80 percent only when it is completed.
- 0/100 Rule
Chapter 7 Cost Management
• Process
Contingency reserve -> cost baseline ▪ -> management reserve -> cost budget
- ◦ Cost estimating
- ▪ the process where the estimates for each activity are made.
- ◦ Cost budgeting
- ▪ the process of combining all the estimates into one cost budget.
- ◦ Cost control
- • Things About Estimating to Know for the Exam
- ◦ Estimating should be based on a WBS to improve accuracy
- ◦ Changes are approved in integrated change control
- ◦ Padding is not an acceptable project management practice
- ◦ The project manager must meet any agreed upon estimates
- • Life Cycle Costing
- ◦ looking at the cost of the whole life of the product, not just the cost of the project.
- • Value Analysis (value engineering)
- ◦ Finding a less costly way to do the same work
- ◦ If a team is looking at decreasing project cost but maintaining the same scope, they are performing value analysis.
- • Cost Risk
- ◦ Who has the cost risk in a fixed price contract, the buyer or the seller? The seller.
- • Types of Cost
- ◦ variable or fixed:
- ▪ Variable Costs
- ▪ Costs that change with the amount of production or the amount of work. Examples include the cost of material, supplies and wages.
- ▪ Fixed Costs Costs that do not change as production changes. Examples include
- ▪ set-up, rental, etc.
- ◦ direct or indirect:
- ▪ Direct Costs
- ▪ Costs that are directly attributable to the work on the project. Examples are team travel, team wages, recognition, and costs of material used on the project.
- ▪ Indirect Costs
- ▪ Overhead items or costs incurred for the benefit of more than one project. Examples include taxes, fringe benefits(額外福利) and janitorial services.
- • Estimating method
- ◦ The same as the methods in time chapter, but has an additional way
- ◦ Bottom-up Estimating
- • Accuracy of Estimates (背)
- ◦ Rough Order of Magnitude Estimate (ROM)
- ▪ in the range of -50 percent to +100 percent from actual.
- ◦ Definitive
- • Cost Budgeting
- ◦ Cost aggregation.
- ▪ Activity costs are rolled up to work package costs. Work package costs are rolled up to control account costs and finally into project costs.
- ◦ add reserve
- ▪ contingency reserve and management reserve
- ◦ The steps
Contingency reserve -> cost baseline ▪ -> management reserve -> cost budget
- • Earned Value Technique (背)
- ◦ 參考公式表,
- ◦ Notlce that EV comes first in every formula.
- ◦ If it is a variance, the formula is EV minus something. ▪ CV = EV - AC , SV = EV - PV
- ◦ If it is an index, it is EV divided by something. ▪ CPI = EV/CV, SPI = EV/SV
- ◦ negative is bad and positive is good. greater than one is good, less than one is bad
- • Accounting Standard ◦ use to select a project in project initiation questions.
- ◦ Net Present Value 淨現值
- ◦ Internal Rate of Return (IRR) 內部報酬率 ▪ 就想成是定存
- ◦ Payback Period ▪ The number of time periods it takes to recover your investment in the project before you start accumulating profit
- ◦ Benefit Cost Ratio (益本比) ▪ is talking about revenue (payback) not just the smaller figure of profits.
- ▪ 以支出計畫執行期間，各時點利益折現值與各時點成本折現值的相對大小，作為計畫是否值得執行的判斷標準
- ▪ Benefit Cost Ratio = Payback / Cost
- ◦ Opportunity Cost ▪ The opportunity given up by selecting one project over another
- ◦ Sunk Costs
- ▪ Expended costs
- ▪ Be aware that accounting standards say that sunk costs should not be considered when deciding whether to continue with a troubled project.
- ◦ Law of Diminishing Returns (報酬遞減) ▪ The more you put into something, the less you get out of it.
- ◦ Working Capital流動資本 ▪ Current assets(資產) minus current liabilities(負債), or the amount of money the company has available to invest, including investment in projects.
- ◦ Depreciation (折舊)
- ▪ Straight Line Depreciation
- ▪ Accelerated Depreciation
- IRR 與 BCR的比較, 一定會考,答案似乎都是 IRR 大於 BCR , But Why???
- • Definition of Quality
- ◦ Quality is defined as the degree to which the project fulfills requirements.
- • Quality attributes
- ◦ are the measurements that determine if the product is acceptable
- ◦ are based on the characteristics of the product for which they were designed
- • Quality Management
- ◦ Quality planning
- ◦ Perform quality assurance
- ▪ quality audit
- ▪ process analysis
- ◦ Perform quality control
- ▪ Quality control tool
- • Increase quality, means increased productivity, increased cost effectiveness, decreased cost risk and improved morale
- • Gold plating
- ◦ Give the customer extras (給比 requirement 還要多的東西)
- ◦ not recommended
- • Marginal analysis
- ◦ Optimal quality is reached at the point where the incremental revenue from improvement equals the incremental cost to secure it
- • JIT (Just in time)
- • Sigma對應的值 ◦ +/-1, 68.26% ◦ +/-2, 95.46% ◦ +/-3, 99.73% ◦ +/-6, 99.99985% ◦
- • Quality Control Tools
- ▪ Cause and effect diagram (Fishbone diagram, Ishikawa diagram)
- ▪ A creative way to look at the causes or potential causes of a problem (as in quality control)
- ▪ Helps stimulate thinking, organizes thoughts and generates discussion
- ▪ Can be used to explore the factors that will result in a desired future outcome (as in quality planning)
- ▪ Flowchart
- ▪ represent the process to help analyze how problems occur
- ▪ Histogram
- ▪ Pareto chart (柏拉圖)
- ▪ 把問題分成幾堆 (20/80 rules) , 按次數高低排序, 畫出相對累積百分比
- ▪ Help focus attention on the most critical issues
- ▪ Prioritizes potential "causes" of the problems
- ▪ Separates the critical few from the uncritical many
- ▪ Run chart (趨勢圖) ▪ charted progress and looked for trends
- ▪ Scatter diagram (散佈圖) ▪ tracks two variables to see if they are related
- ▪ Control chart
- ▪ graphically help you to determine if a process is within acceptable limits
- ▪ can be used to monitor project performance figures such as cost and schedule variances
- ▪ 使用 upper and lower control limits (3 or 6 sigmas) 來監控
- ▪ limits
- ▪ control limits
- ▪ represent the performing organization's standards for quality
- ▪ specification limits
- ▪ represent the customer's expectations or contractual requirements for performance and quality on the project
- ▪ assume that specification limits are outside the upper and lower control limits
- ▪ Out of Control
▪ A data point falls outside of the upper of lower control limit
▪ Rule of seven -- a series that total seven on one side of the mean (平均值)
Chapter 9 Human Resource Management
Chapter 9 Human Resource Management
• Process
- ◦ Human Resource planning
- ◦ Acquire project team ▪ occurs during the executing process group (large project)
- ◦ Develop project team
- ▪ Team building
- ▪ Training
- ▪ Ground Rules (基本規則)
- ▪ Co-Location (War Room)
- ▪ Give Out (公佈) Recognition and Rewards
- ◦ Manage project team
- ▪ Observe
- ▪ Use an issue log
- ▪ keep in touch
- ▪ Complete project performance appraisals (評價)
- ▪ Actively look for and help resolve conflicts that the team cannot resolve on their own
- • RAM (Responsibility Assignment matrix)
- ◦ Stakeholders
- ▪ anyone who can positively or negatively influence the project
- ◦ Sponsor (SP)
- ▪ who provides the finical resources for the project, set project priority
- ◦ Team (T)
- ▪ A group of people who will complete work on the project
- ◦ Functional manager (FM)
- ▪ who manages and "owns" the resources in a specific department, and generally directs the technical work of individuals from the functional area working on the project
- ◦ Project manager (PM)
- ▪ is responsible for managing the project to meet project objectives
- • Staffing Management Plan
- ◦ describes when and how team members will be added to and released from the project and how you plan to develop team members
- • Resource histogram
- ◦ shows the number of resources used per time period and is displayed in a bar chart format
- • virtual team
- ◦ teams made up of people who never or rarely meet
- • hallo effect
- ◦ move people into project management, because they are good in their technical fields. (it is not good)
- • Project performance appraisal
- ◦ deal with how each team member is performing work, rather than how well the team is working together
- • Power of the project manager
- ◦ EXPERT 專業
- ◦ REWARD 給予獎勵
- ◦ FORMAL (legitimate) 合法性
- ◦ PENALTY 懲罰
- • Leadership Styles
◦ Directing Telling others what to do
- ◦ Facilitating (促進) Coordinating the input of others
- ◦ Coaching (指導) Instructing others
- ◦ Supporting Providing assistance along the way
- ◦ Autocratic (獨裁) Making decisions without input
- ◦ Consultative Inviting ideas from others
- ◦ Consensus (輿論) Problem solving in a group with decision-making based on group agreement
- • Conflict management (背)
- ◦ seven sources of conflict in order of frequency
- ▪ Schedules
- ▪ Project priorities
- ▪ Resources
- ▪ Technical opinions
- ▪ Administrative procedures
- ▪ Cost
- ▪ Personality
- ◦ conflict resolution techniques
- ▪ Confronting (Problem Solving) -> wini-win situation
- ▪ Compromising -> lose-lose situation
- ▪ Withdrawal (Avoidance)
- ▪ Smoothing -> emphasizing agreement rather than differences of opinion
- ▪ Forcing
- • Motivation Theory
- ◦ McGregor's Theory of X and Y
- ▪ Theory X (人性本惡)
- ▪ people need to be watched every minute
- ▪ Theory Y (人性本善)
- ▪ people are willing to work without supervision
- ◦ Maslow's Hierarchy of Needs
- ▪ Self Actualization (自我實現)
- ▪ Esteem (尊重)
- ▪ Social
- ▪ Safety
- ▪ Physiological
- ◦ Herzberg's Theory
- ▪ Hygiene Factors
- ▪ Working conditions
- ▪ Salary
- ▪ Personal life
- ▪ Relationships at work
- Security
- Status
- Motivating Agents
- Responsibility
- Self-actualization
- Professional growth
- Recognition
- Poor hygiene factors may destroy motivation, but improving them, under most circumstances, will not improve motivation
- • Process
- ◦ Communications planning
- ◦ Information distribution
- ◦ Performance reporting
- ◦ Manage stakeholders
- • communications model looks like a circle with three parts:
- ◦ the sender,
- ◦ the message
- ◦ the receiver.
- • Effective Communication
- ◦ Nonverbal(不使用語言的) About 55 percent of all communications are nonverbal (e.g., based on physical mannerisms).
- ◦ Paralingual(附屬語言) Pitch and tone of voice also helps to convey a message.
- ◦ Feedback Saying things like, "Do you understand what I have explained?"
- • Effective Listening
- ◦ Feedback Saying things like, "I a m not sure 1 understand, can you repeat what you have said?"
- ◦ Active Listening The receiver confirms she is listening, confirms agreement or asks for clarification.
- ◦ Paralingual
- • Communication methods (背)
- ◦ Formal written
- ▪ Complex problems, project management plans, project charter, communicating over long distances
- ◦ Formal verbal
- ▪ presentations, speeches
- ◦ Informal written
- ▪ Memos, e-mail, notes
- ◦ Informal verbal
- ▪ Meetings , conversations
- ◦ some cases
- ▪ Informing a team member of poor performance (first notice) --> Informal verbal
- ▪ Informing a team member of poor performance (second notice) --> Formal written
- ▪ Holding a milestone party --> Informal verbal (meetings)
- ▪ Conducting a bidder conference --> Formal verbal (presentation)
- • Communication Channels
◦ n*(n-1)/2
Chapter 11 Risk Management (
)
- • Process
- ◦ Risk management planning
- ◦ Risk identification
- ◦ Qualitative risk analysis (質)
- ◦ Quantitative risk analysis (量)
- ◦ Risk response planning
- ◦ Risk monitoring and control
- • Purpose
- ◦ increase the probability and impact of positive events, and decrease the probability and impact of negative events on the project
- • Threat and Opportunities
- ◦ Threat --> bad risk
- ◦ Opportunities --> good risk
- • Risk Factors
- ◦ (What) The probability that it will occur
- ◦ (impact or amount at stake) The range of possible outcomes
- ◦ (when) Expected timing in the project life cycle
- ◦ (how often) Anticipated frequency of risk events from that source
- • Risk Averse
- ◦ Someone who does not want to take risks is said to be risk averse
- • Risk Tolerances and Thresholds
- ◦ Risk Tolerances
- ▪ the areas of risk that are acceptable or unacceptable
- ◦ Risk Thresholds
- ▪ the amount of risk that is acceptable
- • Risk Assessment
- ◦ Any time the exam uses the term risk assessment, think of it as risk identification through quantitative risk analysis.
- • Risk categories (source of risk)
- ◦ External
- ◦ Internal
- ◦ Technical
- ◦ Unforeseeable
- • Types of risk
- ◦ Business
- ▪ Risk of a gain or loss
- ◦ Pure risk
- ▪ Only a risk of loss (e.g., fire, theft, personal injury)
- • Who should be involved in risk identification, the best answer is everyone
- • Risk Identification
- ◦ Documentation Reviews
- ◦ Information Gathering Techniques
- ▪ Brainstorming
- ▪ Delphi Technique (build consensus of experts who participate anonymously)
- ▪ Interviewing (expert interviewing)
- ▪ Root cause analysis
- ▪ Strengths, weaknesses, opportunities and threats analysis (SWOT)
- ◦ Types of Risk
- ◦ Checklist Analysis
- ◦ Assumptions Analysis
- ◦ Diagramming Techniques
▪ many tools in quality chapter
- • Risk Register
- ◦ the only output of the risk management process
- ◦ contains different information depending on when in the risk management process the question is referencing
- ◦ includes
- ▪ List of risks
- ▪ List of potential responses
- ▪ Root causes of risks
- ▪ Updated risk categories
• Qualitative risk analysis
◦ create a short list of the previously identified risks
- ◦ A subjective (主觀) analysis
- ▪ The probability of each risk occurring (Low, Medium, High)
- ▪ The impact (positive or negative, amount at stake) of each risk occurring
- ◦ Probability and Impact Matrix
- ▪ risk rating matrix
- ▪ used to sort or rate risks to determine which ones warrant a response
- ◦ Risk Data Quality Assessment ("How accurate and well understood is the risk information?")
- ▪ Extent of the understanding of the risk
- ▪ Data available about the risk
- ▪ Quality of the data
- ▪ Reliability and integrity of the data
- ◦ Risk Categorization ▪ "What will we find if we regroup the risks by categories? By work packages?"
- ◦ Risk Urgency Assessment
- ▪ noting risks that should move more quickly through the process
- ▪ Urgent risks may then move, independently, right into risk response planning, or they may be simply the first ones for which you plan a response
• Quantitative risk analysis
- ◦ A numerical analysis (amount at stake or consequences) of the probability and impact of the highest risks from qualitative risk analysis
- ◦ is not required for all projects and may be skipped in favor of moving on to risk response planning.
- ◦ goal
- ▪ Determine which risk events warrant a response
- ▪ Determine overall project risk
- ▪ Determine the quantified probability of meeting project objectives.
- ▪ Determine cost and schedule reserves
- ▪ Identify risks requiring the most attention
- ▪ Create realistic and achievable cost, schedule or scope targets
- • Expected Monetary(金融的) Value ◦ 機率 * 影響的金額
- • Monte Carlo Analysis (simulation technique)
- ◦ use the network diagram
- ◦ estimates to "perform" the project many times and to simulate the cost or schedule results of the project
- • Decision Tree
- ◦ Expected Monetary Value and Monte Carlo Analysis are used in quantifying overall risk on the project
- ◦ Decision Trees are used to make decisions regarding individual risks when there is uncertainty
- • Risk Response Planing
- ◦ Definition
- ▪ "What are we going to do about each top risk?"
- ▪ finding ways to make the threat smaller or eliminate it entirely
- ◦ Response may includes
- ▪ eliminate the threats before they happen
- ▪ decrease the probability and/or impact of threats or increase the probability and/or impact of opportunities
- ◦ For remaining (residual 殘餘) risks ▪ if risk happens: Contingency plans ▪ if contingency plans are not effective: 1 plans (備用)
- ◦ Risk Response Strategies (Risk mitigation(緩和) strategies)
- ▪ For threat
- ▪ Avoid
- ▪ Mitigate (緩和)
- ▪ Transfer
- ▪ For opportunity
- ▪ Exploit (利用)
- ▪ Enhance
- ▪ Share
- ▪ For both threat and opportunity ▪ Accept (Do nothing)
- ▪ Active acceptance
- ▪ Passive acceptance
- ▪ must be communicated to stakeholder
- •
- Workarounds
◦ an unplanned responses developed to deal with the occurrence of unanticipated risk events
Chapter 12 Procurement Management
Chapter 12 Procurement Management
- • Process
- ◦ Plan purchases and acquisitions
- ◦ Plan contracting
- ◦ Request seller responses
- ◦ Select sellers
- ◦ Contract administration
- ◦ Contract closure
- • Centralized/Decentralized Contracting
- ◦ Centralized Contracting
- ▪ there is a contracting department and a contract manager may handle contracts on many projects.
- ◦ Decentralized Contracting
▪ a contract manager is assigned to one project full time and reports directly to the project manager
• Role
- ◦ Seller
- ◦ Buyer
- ◦ The questions are all written from the buyer's perspective unless stated otherwise
• Make or Buy
- ◦ Choose Buy
- ▪ to decrease risk to any component of the "triple constraint"
- ◦ Choose Make, if
- ▪ you have an idle plant or workforce
- ▪ you want to retain control
- ▪ The work involves proprietary information or procedures
• Types of contract
- ◦ Cost reimbursable (CR) (補償)
- ▪ When the buyer can only describe what is needed, rather than what to do
- ▪ Cost Plus Fee (CPF) or Cost Plus Percentage of Costs (CPPC)
- ▪ bad for buyers
- ▪ Cost Plus Fixed Fee (CPFF)
- ▪ most common type
- ▪ Cost Plus Incentive Fee (CPIF)
- ▪ Cost Plus Award Fee (CPAF)
- ◦ Time and material (T&M) or Unit Price
- ▪ used for small dollar amounts
- ▪ The contract is priced on a per hour or per item basis and
- ▪ has elements of fixed price contract
- ▪ a cost reimbursable contract
- ◦ Fixed price (FP)
- ▪ most common type in the world
- ▪ In a fixed price, the fee or profit is
- ▪ to the seller, is known
- ▪ to the buyer, is unknown
- ▪ Fixed Price Incentive Fee (FPIF)
- ▪ Fixed Price Economic Price Adjustment (FPEPA)
▪ a fixed price contract allows fro price increases if the contract is for multiple years..
- • Types of Contract statements of work
- ◦ Performance
- ▪ what the final product should be able to accomplish, rather than how it should be build
- ◦ Functional
- ▪ The end purpose or result, rather than specific procedures
- ◦ Design
- ▪ What work is to be done
- ◦ In any cases, contract statements of work should be as detailed as possible
- • Procurement Documents
- ◦ Request for Proposal (RFP, sometimes called Request for Tender(投標))
- ▪ Got a proposal
- ◦ Invitation for Bid (IFB, or Request for Bid, RFB)
- ▪ got a bid
- ◦ Request for Quotation (RFQ)
- ▪ got a price quote
- • Non-Competitive Forms of Procurement
- ◦ The project is under extreme schedule pressure
- ◦ A seller has unique qualifications
- ◦ There is only one seller
- ◦ A seller holds a patent for the item you need
- ◦ Other mechanisms exist to ensure that the seller's prices are reasonable
- ◦ 2 common form of Non-Competitive
- ▪ Single Source --> the seller that you have worked with before...
- ▪ Sole Source --> only one seller
- • Evaluation Criteria
- ◦ give the seller an understnading of the buyer's needs and help them decide if they should bid or make a proposal on the work
- • Request Seller Responses
- ◦ Bidder Conferences
- ▪ the buyer will control who can talk to the prospective sellers and what can be said
- ▪ make sure the pricing in the seller's response matches the work that needs to be done and is therefore the lowest price
- ▪ seller is required to inform the buyer of anything that is missing or unclear in the bid documents.
- ◦ advertising
- ◦ Qualified Seller List
- ◦ Proposal (or bid)
- ▪ What the seller's response to the procurement document is called
- • Select Sellers
- ◦ weighting System
- ▪ weighting the evaluation criteria according to your priorities
- ◦ Independent Estimate
- ▪ buyer must have his own estimates to check reasonableness and cannot rely solely on the seller's cost estimate.
- ◦ Screening System
- ▪ eliminating sellers that do not meet minimum requirements of the evaluation criteria
- ◦ Past Performance History
- ▪ looking for the seller's past history with the buyer
- ◦ Presentations
- ▪ are used most often when a cost reimbursable contract is used, but they can be used in other situations.
- ◦ Negotiation ▪ objectives
- ▪ Obtain a fair and reasonable price
- ▪ developo a good relationship with the seller
- ▪ Tactics (手法)
- ▪ Attack
- ▪ Personal Insults (羞辱)
- ▪ Good Guy/Bad Guy
- ▪ Deadline
- ▪ Lying
- ▪ Limited Authority
- ▪ Missing Man (老闆不在家)
- ▪ Fair and Reasonable
- ▪ Delay
- ▪ Exterme Demands
- ▪ Withdrawal
- ▪ Fait Accompli (既成事實)
- • Buyer-Conducted Performance Review
- ◦ a meeting where all the available data is brought together to see if the seller is performing.
- • Claims Administration
- ◦ buyer did something that has hurt the seller and the seller asking for compensation.
- • Contract closure is done
- ◦ When a contract ends
- ◦ When a contract is terminated before the work is completed
- • All contracts must be closed out before the project is closed out.
- • Administrative closure uses the term "lessons learned" and contract closure uses the term "procurement audit"
- • If the seller completes the work specified in the contract statement of work, the contract is considered complete. Thats does not mean the same thing as contract closed. Contract closure must still occur.
Chapter 13 Professional and Social Responsibility
- • Professional and social responsibility can be broken down into the following categories:
- ◦ Ensure individual integrity (正直)
- ◦ Contribute to the project management knowledge base
- ◦ Enhance personal professional competence
- ◦ Promote interaction among stakeholders
- • Integrity
- ◦ Tell the truth in reports , conversations and other communications
- ◦ Follow copyright laws
- ◦ Put the project's needs before your own
- ◦ do not give or take bribes or inapproapriate gifts
- ◦ do the right thing
- ◦ follow the right process
- ◦ report violations
- • Promote interaction among stakeholders
- ◦ Resolve competing interests
- ◦ Deal with problems and conflicts as the arise
- ◦ interact with team and stakeholders in a professional and cooperative manner
- ◦ identify and understand cultural differences
- ◦ uncover communication preferences when identifying stakeholders
• In a broad sense, professional and social responsibility means: (背)
- ◦ Do the right thing
- ◦ Follow the right process
- ◦ Act ethically, fairly and professionally toward team and resource owners
- ◦ Watch for conflicts of interest (利益)
- ◦ Report violations
- ◦ Deal with problems
- ◦ Put the project's needs before your own
- ◦ Share lessons learned
- ◦ Enhance your competence
