What is the Tool for "Developing Project Charter"？
Expert Judgement
What is the OUT of "Develop Project Charter"?
Project Charter
What is Processes in PMI terminology?
Each process represents something that should be considered or completed on each project
Processes overlap and interact throughout a project or phase
Processes are described in terms of:
Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, products, etc.)
Project Phase has...
Divisions within a project to help manage the completion of a major deliverable.
Phase End Reviews
Kill points
Decision points
What are 6 performance domain?
Performance Domains define skills required by the project manager to complete the processes
Initiating
Planning
Executing
Monitoring and Controlling
Closing
Professional and Social Responsibility
What is Enterprise Environmental Factors
Any or all external environmental factors and internal organizational environmental factors that surround or influence the project's success
Factors from the enterprises involved in the project are...
Organizational culture and structure
Infrastructure(経済［構造］基盤)
Existing resources
Commercial databases
Market conditions
Project management software
What is Organizational Process Assets?
Organizational Process Assets are any or all process related assets, from any or all of the organizations involved in the project that are or can be used to influence the project’s success
What can be included in Organizational Process Assets?
Informal and formal organizational plans, processes, procedures and guidelines
The organization's corporate knowledge base
Historical information
Documentation templates
Lessons learned
What are 5 Key documents to manage expectaiton?
project charter
scope stamtement (SOW)
responsibility matrix
communication plan
project proposal
List the factors of Scoep Baseline
Scope Statement
WBS
WBS Dictionary
Scope Statement includes...
Product scope description
Project deliverables
Product user acceptance criteria
Project boundaries
Project constraints
Project assumptions
What is Work Breakdown Structure (WBS)
A deliverable-oriented hierarchical decomposition of the work to be executed by the project team
-to accomplish the project objectives
-to create the required deliverables.
It organized and defines the total scope of the project
It is made out of
-Work Package
-Control Account
What is Work Package?
A deliverable or project work component at the lowest level of each branch of the work breakdown structure
The point at which cost and activity durations can be reliably estimated and managed.
What is Control Account?
A control account is a natural management point for planning and control since it representsthe work assigned to one responsible organizational element on one project workbreakdown structure element.
A control account is a management control point where scope, cost and schedule are integrated and compared to the earned value for performance measurement.
Control accounts are placed at selected management points in the WBS
Control accounts are associated with one or more work packages
A document that describes each component in the work breakdown structure (WBS).
For each WBS component, the WBS Dictionary includes...
A brief definition of the scope or statement of work
Defined deliverables
A list of associated activities
A list of milestones
Responsible organization
Start and end dates
Resources require
Estimate of cost
Charge number
Contract information
Quality requirements
Technical references to facilitate performance of the work
What is Statement of Work?
formal document that captures and defines the work activities, deliverables and timeline a vendor will execute against in performance of specified work for a client. Detailed requirements and pricing are usually included in the Statement Of Work, along with standard regulatory and governance terms and conditions
Purpose: Why are we doing this project? This is the question that the purpose statement attempts to answer.
Scope of Work: This describes roughly the work to be done in detail and specifies the hardware and software involved and the exact nature of the work to be done.
Work: This describes where the work is to be performed. This also specifies the location of hardware and software and where people will meet to perform the work.
Period of Performance: This specifies the allowable time for projects, such as start and finish time, number of hours that can be billed per week or month, where work is to be performed and anything else that relates to scheduling.
Deliverables Schedule: This part lists the specific deliverables, describing what is due and when.
Applicable Standards: This describes any industry specific standards that need to be adhered to in fulfilling the contract.
Acceptance Criteria: This specifies how the buyer or receiver of goods will determine if the product or service is acceptable, what objective criteria will be used to state the work is acceptable.
Special Requirements: This specifies any special hardware or software, specialized workforce requirements, such as degrees or certifications for personnel, travel requirements, and anything else not covered in the contract specifics.
Type of Contract/Payment Schedule: The project acceptance will depend on if the budget available will be enough to cover the work required. Therefore payments breakdown whether up front or phased will be negotiated very early at this stage.
Miscellaneous: There are many items that do not form part of the main negotiations but are nonetheless very important to the project. They seem minor but being overlooked or forgotten could pose problems for the project.
What is included in Projedct Management Plan?
Schedule
Cost
Communications management plan
Responsibility Matrix
Change management plan
risk management plan
Of the following, which is not part of the Triple Constraint?
1)Quality
2)Time
3)Scope
4)Cost
5)None of the Above
1)Quality
Which of the following is likely to be part of an operation?
1)Providing water to a community
2)Designing an electrical grid for a new community
3)Building a dam as a source of water and electricity
4)Informing the community regarding changes to the electricitycompany services
5)None of the Above
1)Providing water to a community
A series of activities to create a unique product or service by a specific date is best described as which of the following?
1)An operation
2)A program
3)A project
4)A subproject
5)None of the Above
3)A project
Why would an organization divide a project into phases?
1)To provide better management and control of a project
2)To identity the resources necessary to complete a phase of the project
3)To identify the work that will likely happen within a phase of the project
4)To define and control the cash requirements within each phaseof a project
5)All of the Above
5)All of the Above
An organization has elected to kill a project. Most likely, when is this decision made?
1)At the start of a phase
2)When a project is not meeting the financial requirements
3)At the end of a phase
4)When technology has superseded some of the technology used within the project
5)At a Steering Committee Meeting
3)At the end of a phase
"Those processes performed to define a new project or a new phase of a an existing project by obtaining authorization to start the project or phase" this process is....
Initiating
"Those processes required to 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" this process is...
Planning
"Those processes performed to complete the work defined in the project management plan to satisfy the project specifications" this process is...
Executing
"Those processes required to track, review, and regulate the progress and performance of the project; identify and any areas in which changes to the plan are required; and initiate the corresponding changes" this process is...
Monitoring and Controlling
"Those processes performed to finalize all activities across all Process Groups to formally close the project or phase" this process is...
Closing
Project Integration Management includes...
the processes and activities needed to identify, define, combine, unify and coordinate the various processes and project management activities within the Project Management Process groups
It includes the unification, consolidation, articulation and integrative actions crucial to project completion
What is the TOOL and TECHNIQUE of Project Integration Management?
Project Management Information System (PMIS) – the set of tools and techniques used to gather, integrate, and disseminate outputs of project management processes
Project management methodology – the defined set of processes and related control functions
Expert Judgment – commonly found in planning processes
Skills, knowledge and deliverables from vendors, stakeholders, and performing organization
What are processes of Project Integration Management
1.Develop Project Charter (initiating)
2.Develop Project Management Plan (Planning)
3.Direct and Manage Project Execution (Executing)
4.Monitor and Control Project Work (Monitor & Controlling)
5.Perform Integrated Change Control (Monitor & Controlling)
6.Close Project or Phase (Closing)
Develop Project Charter is the process of...
Developing a document that formally authorizes a project or a phase
Documenting initial requirements that satisfy the stakeholder’s needs and expectations
"A document (output) 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" This document is called...
Project Charter
Project Charter provides...
Project purpose or justification
Measureable project objectives and related success criteria
High-level requirements
High-level project description and product characteristics
Summary milestone schedule
Summary budget
Project approval requirements (what constitutes success, who decides, who signs off)
Assigned project manager, responsibility and authority level
Name and responsibility of person or people authorizing project charter
Planning is continuous PDCA. What is PDCA?
Plan
Do
Check
Act
What is the reasons for Planning
It reduces uncertainty
It improves efficiency of work
It helps to develop a better understanding of objectives
It provides basis for monitoring and controlling
The process of documenting the actions for Develop Project Management Plan is necessary to
Define
Prepare
Integrate
Coordinate all subsidiary plans
Direct and Manage Project Execution is the process of...
performing the work defined in the project management plan to achieve the project's objectives
On Direct and Manage Project Execution, Requires implementation of approved changes covering...
Corrective Action
Preventive Action
Defect Repair
What is Corrective Action?
Documented direction for executing project work to bring expected future performance of the project work in line with the Project Management Plan
What is Preventive Action?
Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks
What is Defect Repair?
Formal documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component
Monitor and Control Project Work is the process of...
tracking, reviewing and regulating the progress to meet the performance objectives defined in the project management plan
Monitor and Control Project Work require 3 reports, they are...
Progress reports
Schedule reports
Cost reports
Progress reports include...
Trend and variance analysis
Exception reports
Earned Value reports
Schedule reports include...
Gantt chart
Milestone charts
Network diagrams
Cost reports include...
S curves
Histograms
Expenditure tables
Perform Integrated Change Control is the process of...
reviewing all change requests, approving changes and managing changes to the deliverables, organizational process assets, project documents, and the project management plan
Perform Integrated Change Control used to...
Ensure changes are agreed upon and approved or rejected
Provides the process for changing project documents
Maintain the integrity of the baselines
Manage changes when they occur
At "Perform Integrated Change Control", changes can be done by the aspects of...
External Event
Value added
An error or and omission(省略) in defining Scope on Product and/or Project
Implementation of Risk Reduction on Contingency(不測［不慮の］の事態) and/or Work-around(回避方法)
Change Control Board is...
a group representing all interested parties who process all requests for change (Perform Integrated Change Control)
Does Change Control Meetings
Steering Committee is...
Help to eliminate roadblocks for project success
Ensure resources are available to support project
Close Project or Phase is process of...
finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project
Close Project or Phase has two closing procedures, they are...
Administrative Closure
Contract Closure
Administrative Closure is...
occurs at the end of each phase and at the end of the project
Contract Closure is...
applies when procurement management processes are utilized
Project Scope Management is...
includes the processes required to ensure that the project includes all the work required, and ONLY the work required, to complete the project successfully.
Managing the project scope is primarily concerned with defining and controlling two things. They are...
What is
What is NOT included in the project
Scope Management Plan describes...
How the project scope will be managed
How formal verification and acceptance will be obtained
How scope changes will be identified and classified
How scope changes will be integrated
Project Scope Management includes 5 processes, they are...
Collect Requirements (Planning)
Define Scope (Planning)
Create WBS (Planning)
Verify Scope (Manage & control)
Control Scope (Manage & control)
Collect Requirements on "Project Scope Management" is...
The process of defining and documenting stakeholders needs to meet the project objectives
Tools and Techniques of "Collect Requirements" on "Project Scope Management" is...
Interviews
Observation
Questionnaires and Surveys
Workshops
Outputs of "Collect Requirements" on "Project Scope Management" is...
Requirements Documentation – describes how individual requirements meet project business needs
Requirements Management Plan – documents how requirements will be analyzed, documented and managed throughout the project
Requirements Traceability Matrix – links requirements to their origin and traces them throughout the project
Requirements Documentation describes...
describes how individual requirements meet project business needs
Requirements Management Plan is a documents that describes...
how requirements will be analyzed, documented and managed throughout the project
their origin and traces them throughout the project
"Define Scope" on "Project Scope Management" is a process of...
developing a detailed description of the project and product
Product Scope is...
The features and functions that characterize a product, service, or result. Results are measured against the product criteria
Project Scope is...
The WORK that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Completion is
measured against the Project Plan
Completion of Project Scope is measured against the...
Project Plan
The basis for future project decisions is...
Project Scope Statement
Project Scope Statement allows Stakeholders to aree on...
Project Objectives
Project Deliverables
Project Constraints and Assumptions
Project Acceptance Criteria
Scope baseline includes three things, they are...
Scope statement
WBS
WBS dictionary
Scope statement on "Scope baseline" does...
Product scope description
Project deliverables
Product user acceptance criteria
Project constraints
Project assumptions
Project constraints are...
The state, quality or sense of being restricted to a given course of action or inaction.
An applicable restriction or limitation, either internal or external to a project, which will affect the performance of the project or a process.
A schedule constraint is...
any limitation or restraint place on the project schedule that affects when an activity can be scheduled.
Typically has fixed imposed dates
Project assumptions are...
factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration
WBS Benefits can be...
Facilitates communication
Creates work packages that allow for more accurate estimates
Facilitates performance measurement
Allows for improved handling of changes
A deliverable-oriented hierarchical decomposition of the work to be executed by the project team is called...
Work Breakdown Structure (WBS)
Work Breakdown Structure (WBS) is created to...
to accomplish the project objectives
to create the required deliverables
To organizes and defines the total scope of the project, it is best to make...
Work Breakdown Structure (WBS)
A deliverable or project work component at the lowest level of each branch of the work breakdown structure, this is called...
Work Package in WBS
The point at which cost and activity durations can be reliably estimated and managed, this is called...
Work Package (WBS)
A document that describes each component in the work breakdown structure (WBS), this is called...
WBS dictionary
For each WBS component, the WBS Dictionary includes...
A brief definition of the scope or statement of work
Defined deliverables
A list of associated activities
A list of milestones
For each WBS component, the WBS Dictionary includes...
Responsible organization
Start and end dates
Resources require
Estimate of cost
Charge number
Contract information
Quality requirements
Technical references to facilitate performance of the work
Verify Scope is usually completed after...
QC
at times, it is performed in parallel with QC process
"Inputs" of Verify Scope are...
Project Management Plan :Scope baseline
Requirements Document
At "Verify Scope" is the process to get...
Formal agreement and acceptance of the project scope from stakeholders
"Outputs" of "Verify Scope" is...
Accepted deliverables
Changerequests
Project document updates
"Control Scope" is the process of...
monitoring the status of the project and product scope and managing changes to the scope baseline
"Inputs" of "Control Scope" is...
The Project Management Plan including...
Scope baseline- is compared to actual results to determine if a change corrective action or preventive action is necessary
Scope management plan- describes how the project scope will be managed
Change management plan- defines the process for managing change on the project
Configuration(配置） management plan-defines those items that are configurable(設定可能な), those items that require formal change control, and the process for controlling changes to such items
What is "Tools and Techniques" of "Control Scope"?
Variance(相違) Analysis
What is the "Output" of "Control Scope"?
Work performance measurement
Change requests
Project Management Plan updates
What is the purpose of a Project Charter?
A. To formally authorize a project or a phase and document initial requirements that satisfies stakeholder's needs and expectations.
The Scope Baseline includes________
a.Various management plans of the project b.Schedule Baseline and Cost Baseline
c.Statement of Work and Product Configuration
d.Scope Statement, WBS and WBS Dictionary
e. None of the Above
d.Scope Statement, WBS and WBS Dictionary
Product acceptance criteria should be stated in which document?
A. The project scope statement
You recently took over the assignment on a project and the project charter has been developed. What is the appropriate next step for you to take?
C. Develop management plans.
Which statement describes the best handling of assumptions in the Initiating Process Group?
B) Organizational, environmental and external assumptions should be addressed by the project charter.
Project Scheduling defines...
The planned dates for performing schedule activities
The planned dates for meeting schedule milestones
Milestone is...
A significant event or point in a project
Project Scheduling is the process by which decisions are made concerning...
Activities to be accomplished
The time during which activities are to be completed
Resources (personnel, organization, etc) that will accomplish the activities
Project Time Management benefits...
Improved project communication
Decomposition(分解) of work is easier
Estimates are more accurate
Identify the critical path
Performance Measurement is easier
Greater management control
Schedule Management Plan is part of...
Develop Project Management Plan and Performed during Integration
Planning activity performed prior to Project Time Management
Schedule Management Plan is done by which member?
Planning activity performed with project team
The document that establishes the criteria and
the activities for developing and controlling the Project Schedule is called...
Schedule Management Plan
Defines how schedule contingencies(不測［不慮の］の事態) will be reported and assessed. This is done at...
Schedule Management Plan
At Schedule Manamgement Plan, you will do three thing. They are...
Selects a scheduling tool
Selects a scheduling methodology (i.e., Critical Path)
Sets the format and establishes criteria for developing andcontrolling the project schedule
Project Time Management include 6 processes. They are...
Define Activities(planning)
Sequence Activities(planning)
Estimate Activity Resources(planning)
Estimate Activity Durations(planning)
Develop Schedule (planning)
Control Schedule (control & monitor)
"Define Activities" on Project Time Management is the process of...
identifying the specific actions to be performed to produce the project deliverables
"Sequence Activities" in the Project Time Management is the process of...
identifying and documenting relationships among the project activities
"Estimate Activity Resources" in Project Time Management is the process of...
estimating the type and quantities of material, people, equipment, or supplies required to perform each activity
"Estimate Activity Durations" in Project Time Management is the process of...
approximating the number of work periods needed to complete individual activities with estimated resources
"Develop Schedule" in Project Time Management is the process of...
analyzing activity sequences, durations, resource requirements and schedule constraints to create the project schedule
"Control Schedule" in Project Time Management is process of...
monitoring the status of the project to update project progress and managing changes to the schedule baseline
INPUT of "Define Activities" are...
WBS
The organization's experience with similar past projects
Subdivide project deliverables into smaller elements to provide greater control
The work necessary to complete the work package is called...
Activities
Output of "Define Activities" are...
Activity list
Milestone list
"Tools and Techniques" of "Define Activities" are...
Decomposition
Rolling Wave Planning (Progressive Elaboration)
Templates (i.e., from prior and similar projects)
Expert Judgment
Decomposition means...
Planning technique that subdivides the project scope and project deliverables
Project Scope is...
The work to be performed to deliver a product, service, or result with the specified functions and features
It is a method of constructing a project schedule network diagram that uses boxes, referred to as nodes, to represent activities and connects them with arrows that show the dependencies.
Precedence Diagram Method shows...
Critical Tasks, noncritical tasks, and slack time
Shows the relationship of the tasks to each other
Allows for what-if, worst-case, best-case and most likely scenario
4 Types of logical relationships on PDM are...
Finish to Start:Predecessor must finish before Successor can start
Start to Start:Predecessor must start before Successor can start
Finish to Finish:Predecessor must finish before Successor can finish
Start to Finish:Predecessor must start before Successor can finish
3 Types of Dependency(依存［従属］状態［関係］) Determinations are used to sequence the activities. They are...
Mandatory:Contractually required or inherent in the nature of the work (i.e., need foundation to build building on). Alsocalled “hard logic.”
Discretionary (自分の判断で使える): Also called “soft logic,” preferential(優先の) logic and preferred logic. Determined by project team.
External: Dependencies outside the project teams control, such as a outside government hearing
When a successor's start or finish can be delayed from the predecessor's start or finish, it is called...
Lag (Sequence Activities)
If the successor's start can occur before the predecessor's start or finish, there is lead time, it is called...
Lead (Sequence Activities)
2 Diagramming Methods on "Sequence Activities" are...
AON – Activity on Node
AOA – Activity on Arrow
Activity on Node
Used boxes (rectangles) called nodes to represent activities
Connects activities with arrows to show logical relations (Precedence Relationships) and shows dependencies
Referred to Critical Path Method (CPM) if duration is included
AOA – Activity on Arrow
Arrows represent activities
Connected at nodes showing dependencies
Uses only Finish-to-Start dependencies Finish to Start: Predecessor must finish before Successor can start
At "Estimate Activity Resources", it Estimate the types and quantities of...
People
Equipment
Material
Facilities
Supplies
"Inputs" of Estimate Activity Resources are...
Activity list (from Define Activities) provides activities for resources
Resource calendars 1)Availability of resources 2) Human resources - stateavailability, capabilities and skills
Output of "Estimate Activity Resources" are...
Activity resource requirements (types and quantities for each activity)
Resource breakdown structure
Resource breakdown structures are...
A hierarchical(階級組織の) structure of the resources
Shows resource category (labor, material, equipment) and resource type (skill level, grade level)
Helpful to evaluate resource utilization(利用)
Tools and Techniques of "Estimate Activity Resources" are...
Expert Judgment
Bottom-up estimating
Project management software
Alternative analysis
"Estimate Activity Duration" in "Project Time Management" is the process of...
approximating the number of work periods needed to complete individual activities with estimated resources
Sources of information for Estimates in "Estimate Activity Duration" is...
Activity list (from Define Activities) provides activities for activity durations
Historical
Project Files
Commercial Databases
Team Knowledge
What is the formula of PERT分析 (Weighted Average)
T = (O + 4M + P)/6
T=weighted average time
O=lowest or optimistic time
M=most likely time
P=highest or pessimistic time
(Estimate Activity Durations)
What is the formula of 3-Point Estimate?
T = (O + M + P)/3
T=weighted average time
O=lowest or optimistic time
M=most likely time
P=highest or pessimistic time
(Estimate Activity Durations)
Tools and Techniques for "Estimating Activity Duration" are...
Uses previous projects or similar projects as basis to estimate durations
Less costly than bottom-up
Less time consuming
Less accurate
(Estimating Activity Duration)
Parametric estimate is...
Based on statistical relationship between historical data and variables
Examples: $/sq foot, $/lines of code per hr, $ / lb, etc)
Top Down estimate
Less costly
Less time consuming
Less accurate
(Estimating Activity Duration)
What is Delphi technique? (Estimate Activity Duration)
Info gathered anonymously to reach a consensus
Facilitator used to complete questionnaires and distribute them to experts
Facilitator gathers info, summarizes it, then re-circulates it back to experts for further comment.
Takes a few rounds to complete the process
デルファイ法とは、匿名で参加する専門家のコンセンサスを形成する技術のこと。
Schedule can be developed using the following...
Gantt Chart (Bar Chart)
Milestone Chart
Network Diagrams
Tools and Techniques of "Develop Schedule" is...
Critical Path Method
Critical Chain Method
Resource Leveling
Critical Path is
The sequence of schedule activities that: 1)Determines the duration of the project 2) It is the longest path through the project
Critical Path answers...
How long will it take to complete the project
Which activities, events or paths, if delayed, will delay the completion of the project
What the amount of time an activity can be delayed from its early start without delaying the project
Forward Pass on Critical Path is...
Start time of the project is zero(0)
Early Start = Early Finish of immediate predecessor (Predecessor => Successor)
Early Finish = Early Start plus Duration
A successor starts when its predecessors are complete
Early Finish is...
early start plus duration
Backward Pass on Critical Path is...
Starting Point: Project Late Finish = Project Early Finish
Late Start = Late Finish minus Duration
Late Finish = the earliest late start of all the successors activities
Late Start is...
Late Finish minus duration
Another name of Float is called
slack
How to calculate float?
Late finish – Early finish
What is Total Float?
Time that a scheduled activity can be delayed, from its early start date, without delaying the project finish date
What is Free Float?
Time that a scheduled activity can be delayed without delaying the early start date of successor activities
Resource Leveling is...
An analysis technique applied to the schedule AFTER initial Critical Path determined (Estimating Activity Duration)
Resource Leveling is used when...
resources are only available at certain times, in limited quantities, to keep resource usage at a constant level or when over-allocated, such as when a resource has been assigned to two or more activities during the same period
Used to determine critical path, float, projected completion date
Resource assessments (評価) and time requirements
Network Diagrams shows...
Highlights critical activities
Promotes total integration
Permits simulation
Determines projected completion date with time-scaled network diagrams
Assesses(評価する） resource and time requirements
Facilitates “what-if” analysis
Project Schedule VS Schedule Baseline
Project Schedule is a "living" document, Schedule Baseline is "frozen"
Project Schedule is the "actual", Baseline is "plan"
Project Scheudle is Project Document, Schedule Baseline is part of the Project management Document
Input of "Control Schedule" are...
Project Management Plan
Schedule Management Plan
Project Schedule Baseline
What is Schedule Management Plan?
Explains how the schedule will be managed and controlled
What is the Output of "Control Schedule"
Work Performance Measurements
Updates to Project Management Plan, Schedule, Org Process Assets
Change requests
What are Tool and Techniques of "Control Schedule"?
Performance Reviews
Variance Analysis
Project Management Software
Resource Leveling
Schedule Compression
What are the ways to Compress (Control) Schedule?
Fast Tracking – Re-plan serial activities to be more in parallel versus sequential
Crashing – Adding resources to shorten the duration of critical path activities 1)Only applies to the critical path 2)Can change the critical path
Remove activities from critical path
Increase the number of work hours per day
The project you have been working completing is, in general, considered to be finished. You want to start the closing process. What must have been attained to begin this process?
1) The project deliverables must have been accepted
2) The Organizational process assets must have been updated
3) The final product, service or result transition must have been finished
4) The lessons learned must have been organized into a data base
5) None of the Above
1) The project deliverables must have been accepted
A management point in a Work Breakdown Structure (WBS) used to consolidate and process work package data and forward the results to the project manager is called_____
1)Chart of accounts
2)Control limit
3)Account limit
4)Control account
5)None of the Above
4)Control account
While planning a project, you are defining activities. Which of the following is not a result of that process?
1) Work Breakdown Structure
2) Activity list
3) Activity attributes
4) Milestone list
5) All of the Above
1) Work Breakdown Structure
Which is not a point used for Three-point estimation?
1) Optimistic estimate
2) Most likely estimate
3) Budget estimate
4) Pessimistic estimate
5) Some of the Above
3) Budget estimate
What is not true for Change requests?
1) Change requests should always be handled in a controlled andintegrative fashion
2) Change requests surpassing the formal change control processes can lead to Scope creep
3) Change requests are always a sign of bad planning and should therefore be avoided
4)Professionally managed, change requests can help improving a project and resolving emerging problems
5) All of the Above
3) Change requests are always a sign of bad planning and should therefore be avoided
Cost Management Plan is...
The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling project costs.
Rough Order of Magnitude(ROM) on cost management plan is...
+/- 50%
Budget Estimate on cost management plan is...
-10% - +25% (Kerzner 10th Ed)
Definitive(決定的な) Estimate on cost management plan is...
-5% - +10% (Kerzner 10th Edition)
These costs are directly attributable to the work on the project. Labor, material and consultant costs. This cost is called...
Direct Costs
Overhead items or costs for the benefit of more that one project. Taxes, janitorial services, labor fringe benefits. This cost is called...
Indirect Costs
The cost change as a result of the amount of work completed. Material and labor. This cost is called...
Variable Costs
The costs do not change as production changes. Rent. Set-up a machine. This cost is called...
Fixed Costs
Processes of Project Cost Management are...
Estimate Costs (Planning)
Determine Budget (Planning)
Control Costs (Control and Monitor)
Estimate Costs is the process of...
developing an approximation of the monetary（通貨の） resources needed to complete project activities
Determine Budget is the process of...
developing an approximation of the monetary resources needed to complete project activities Control Costs
aggregating the estimated costs of individual activities or work packages to establish an authorized cost performance baseline
Control Costs is the process of...
monitoring the status of the project to update the project budget and managing to the cost baseline
Input of Estimate Costs are...
Scope baseline
Project schedule
Human resource plan
Risk register
Enterprise environmental factors
Organizational process assets
Human resource plan are...
Rates of personnel of different levels (Estimate Costs on Project Cost Management)
Risk register are...
Costs to reduce project risks, such as delays and availability of machine (Estimate Costs on Project Cost Management)
Enterprise environmental factors are...
Market conditions and Published commercial info (Estimate Costs on Project Cost Management)
estimating components(構成要素) of the work, such as work packages and activities. It information is then summarized
Reserve analysis are...
The inclusion of contingency reserves or contingency(不測［不慮の］の事態) allowances to account of uncertainty
Cost of quality is...
A method of determining the costs incurred(招く) to ensure quality
Cost of Conformance (Prevention and appraisal costs). Compliance to requirements
Cost of Non-conformance (Failure Costs). Rework, warranty costs, loss of reputation
Vendor bid analysis is...
the info from vendors helps provide “should costs”
Output of Estimate cost are...
Activity cost estimates
Basis of estimates (BOE)
Activity cost estimates are...
Cost estimates for each activity within a work package are aggregated(集まる) to obtain a cost estimate for each work package.
Activities can be summarized into such groupings as direct labor, materials, equipment, services, etc.
Basis of estimates (BOE) are...
Documentation on how the cost estimates were derived
Cost Performance Baseline is...
the authorized time-phased budget at completion (BAC) used to measure, monitor and control overall cost performance on a project
developed as a summation of the approved budgets by time period
Input of Determine Budget are...
Activity Cost Estimates- from Estimate Costs - Outputs
BOE-from Estimate Costs - Outputs
Scope baseline- Scope Statement, WBS and WBS Dictionary
Project schedule
Resource calendars- info on who is assigned to the project and for how long
Contract-provides cost info
Org Process Assets(資源)- such as reporting requirements
Tools and Techniques of Determine Budget are...
Cost aggregation(集団)
Reserve analysis
Expert judgment
Historical relationships
Funding limit reconciliation(和解)
Cost aggregation are...
summary of costs, aggregated in accordance with WBS
Reserve analysis establishes(成立させる)...
Contingency reserves- money for unplanned changes
Management reserves- not approved but budgeted item, not part of cost performance baseline
Historical relationships are such as...
Parametric estimate
Analogous estimate
Funding limit reconciliation(和解) are...
Evaluation of the spending requirements on the project to when and if funds are available
Output of Determine Budget are...
Cost performance baseline
Project funding requirements
Project document updates
Control costs are process of...
monitoring the status of the project to: 1.Update the project budget and 2.Manage to the cost baseline
Input of Control Costs are...
Project management plan
Project funding requirements
Work performance information
Organizational process assets
Project funding requirements on Control Costs are...
The total funds required, which include the cost baseline PLUS management reserve
Work performance information on Control Costs are...
Includes info about project progress, such as which deliverables have started, their progress and which deliverables have finished
It also includes costs that have been authorized and incurred, and estimates for completing project work
Organizational process assets on Control Costs are...
Control related company policies, procedures and guidelines
Organizational monitoring and reporting methods
Tools and Techniques on Control Cost are...
Earned value management
Forecasting (予測)
To-complete performance Index (TCPI)
Performance reviews
Variance analysis
Project management software
Earned value management on Control Cost is
Is a method of performance measurement.
It integrates scope, cost and schedule measures to help assess and measure project performance and progress
Forecasting on Control Cost are...
A new / updated budget for the remaining work (ETC)
Actual costs plus forecast (updated / new budget)
To- complete performance Index (TCPI) on Control Cost is...
Is a calculated projection(予測) of cost performance that must be achieved on the remaining work to meet a specified management goal, such as meeting the original budget
Performance reviews on Control Costs compares..
Cost performance over time
Schedule activities or work packages overrunning and under-running the budget
Estimated funds needed to complete work
Variance analysis on Cost Controls
Used to assess(評価する) the magnitude of variation to cost baseline
Includes determining cause and degree of variance relative to the cost performance baseline
Output of Control Costs are...
Work performance measurements
Budget forecasts
Organizational process assets updates
Change requests
Project management plan updates
Project document updates:The info is documented and communicated to Stakeholders
Definition of Earned Value is...
The value of work performed, expressed in terms of the approved budget assigned to that work 1)For a schedule activity or 2)For a WBS component
Another name of Earned Value is called...
Budgeted Cost of Work Performed (BCWP)
Earened Value provides...
objective, quantifiable (定量化できる) measurement of work that has been accomplished
Benefit of Earned Value is...
Integrates scope, schedule & resources
It provides an objective assessment (評価) of project variances（相違）
It promotes a common understanding of project performance through common metrics
Provides a consistent methodology for measuring performance within and across projects complished
Gives the stakeholders a feeling that you have the project under control
A solid basis to work from and a basis for extra work claims, if needed
A basis for baseline maintenance, which may improve quality and communication
Provides the ability to measure project performance
Work Authorization System is...
subsystem of the overall project management system. It is a collection of the formal written procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time and in the proper sequence. It includes the steps, documents, tracking system, and defined approval levels needed to issue work authorizations
Work Authorization is a permission...
and direction to begin work on a specific schedule activity or work package
Work Authorization Documentation should include
WBS identification
A clearly defined scope of work
Constraints and Assumptions
A realistic budget
Special considerations
Key Requirements for Project Tracking are...
A schedule and cost baseline
Timely reporting of actual work expended on activities
Accurate reporting of estimates-to-complete (ETC) project activities (ETC: The expected cost needed to complete all the remaining work for a schedule activity, WBS component or the project. )
Planned Value (PV) is
the authorized budget assigned to the work to be accomplished for an activity or work breakdown structure component
Actual Cost (AC) is
Total costs actually incurred(招く) and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component
Earned Value Tracking/Measurement Commonly used options such as...
Percent Complete: Reported percent of the budgeted item
50/50: 50% of budget at start and 50% earned at completion(Variations are : 20/80, 10/90, etc.)
Milestone: Completion of work “products” within a work package represent increments of value earned
Level of Effort (LOE): Often used for project mgmt / supervision.(監督) Level amt of effort earned over time
Earned Value Technique (EVT) are...
The objective, quantified measurement of work accomplished
Planned value increments constituting the performance measurement baseline
Actual usage/consumption of resources
he primary difference between an adequate management system and a performance measurement system
Formula of Schedule Variance (SV)
SV=EV-PV
Formula of Cost Variance (CV):
CV=EV-AC
Formula of Schedule Performance Index (SPI):
SPI=EV/PV
Formula of Cost Performance Index (CPI):
CPI=EV/AC
Formula of Estimate at Complete (EAC):
EAC=BAC/CPI
EAC=AC+ETC
Formula of Estimate to Complete (ETC):
ETC=EAC-AC
Formula To Complete Performance Index (TCPI)
TCPI=(BAC– EV)/(BAC-AC)
At the beginning of the project the BAC(Budget at Complete) is equal to...
EAC (Estimate at Complete)
Which of the following is not one of the five (5) project management groups?
D. Communicating
You are the project manager and you want to control your project schedule. As such, you are reanalyzing the project to predict the project duration. You do this by analyzing the sequence of activities, especially those with the least amount of scheduling flexibility. What technique are you using?
D. Critical path method
A management point in the Work Breakdown Structure (WBS) used to consolidate and process work package data and forward the results to the project manager is called:
A. Control account
You are performing Integrated Change Control. Which of the following will not be part of what you do?
A. Performing milestone trend analysis
An analytical technique that uses three cost or duration estimates to develop an estimate is average. Which of the following is not included?
C. Budget estimate
Respect is:
D. A duty to show a high regard for oneself, others, and the resources entrusted.
As a leader, how should you deem ethical conduct?
D. You are the role model for the team. Your personal integrity demonstrates the desired skills, behavior and attitudes whose adoption may benefit team members.
You are using a phase approach to manage your project. What is a key consideration?
A. The order of the phases must be consecutive with no overlap to allow for proper use of gates and kill points.
You are identifying key stakeholders for your project. Which of the following is not included in any case?
D. Media representatives
When running a project as a project manager, what should be your focus during the Executing process?
B. Coordinating people and resources.
Which of the following are generally illustrated better with a bar chart than a network diagram?
A. Project progress or status
While planning a project, you are defining activities. Which of the following is not a result of that process?
C. Work Breakdown Structure
Which statement is false? Progressive elaboration of project scope…
C. …signals a weakness in the scope definition process, caused by incomplete contracts and specifications.
As a project manager you can assign any one of two team members to a highly coveted task. Both are equally capable, but one is a member of your personal in-group. To the other one, you are more distance and do not have the close friendship. What should you do?
D. You disclose the situation to the stakeholders and solicit a joint decision.
What is not true for project deliverables?
B. Once the project deliverables have been identified, their description should not be changed any more.
You are going to take over a brand new project and will be the project manager. However, the organization is unknown to you. Which of the following is the most important to review and investigate during the chartering process?
A. Enterprise environmental factors.
Product acceptance criteria should be laid down in which document?
D. Project scope statement
You recently took over a project that has already started. The project charter has been developed. What is an appropriate next step for you to take?
A. Develop the management plans.
Which statement describes the best handling of assumptions during the initiating processes?
B. Organizational, environmental and external assumptions should be addressed in the project charter.
Which of the following is not part of the triple constraint?
C. Quality.
Of the following, which statement is most correct?
C. The project manager should consider each of the processes identified under PMBOK and use the appropriate ones
A collection of generally sequential project phases whose name and number are determined by the control needs of the organization involved in a project is:
C. The project life cycle
You are the project manager on a project that needs to be completed two weeks earlier than originally scheduled. Of the following, what would be the best course of action?
C. Use the technique called crashing.
Which of the following is the best project management tool to use to determine the longest time the project will take to complete?
C. Network diagram
What is the duration of a milestone?
B. There is no duration
Rearranging resources so that a constant number of resources is used on your project is called:
D. Leveling
Which of the following is a benefit of an analogous project estimate and the best answer?
D. It gives a top-down estimate and an overall understanding of expectations.
Which of the following is a key output of the Verify Scope process?
B. Customer acceptance of project deliverables.
You are the project manager on a project. During the project executing, a team member comes to you because he does not sure what work he needs to accomplish on the project. Which of the following documents contain the detailed descriptions of work packages?
D. WBS dictionary
When should the Verify Scope process be done?
E. At the end of each phase of the project
Your project charter has been formally approved. However, there are items in the project charter that mandate specific vendors that you are to use on your project. Additionally, the charter describes the maximum amount of physical storage space and computer storage space available to your team. These are examples of:
.d.Activity resource requirements.
e.None of the Above
A. Constraints that impact the project.
All of the following are typical components of the project management plan except…
A. The budget management plan
Aside from the fact that your project sponsor has been changed twice, your project has been going well. To perform monitor and control project work, what will you and your team focus on the most?
B. Project management plan and performance reports.
You are supporting a project manager and have just finished integrating the various project management plans into a complete document. What process will you perform next?
D. Direct and Manage Project Execution.
The need for ___________ is one of the major driving forces for communication in a project.
C. Integration
When it comes to changes, the project manager’s attention is best given to:
B. Preventing unnecessary changes
All of the following are parts of an effective change management plan, except:
C. Lessons learned
A project has just started and it is plagued(～に悩まされる) by changes to the project charter. Who has the primary responsibility to decide if these changes are required and necessary?
B. The project sponsor
A project management plan should be realistic in order to be used to manage a project. Which of the following is the best method to achieve a realistic project management plan?
A. The project manager creates the project management plan based on input from the project team.
You are in the middle of executing a major modification to an existing product. Now, you learn that the resources promised at the beginning of the project are no longer available. The best thing to do is:
C. Explain the impact if the promised resources are not made available.
The project manager has just received a change request from the customer. The request has no affect on the project schedule. Based on the answers below, what should the project manager do first?
B. Evaluate the change request and its potential impact on the other project constraints.
You are asked to prepare a budget for completing a project that was started last year and then shelved for 9 months. All of the following would be include in the budget, except:
C. Sunk costs
An output of the Close Project or Close Phase process is the creation of:
D. Project archives.
All of the following would occur during the Close Project or Close Phase process except:
B. Performing cost benefit analysis
A project manager is trying to convince management to use more formal project management procedures. The project manager decides to start improving the company’s project management by obtaining a project charter. Which of the following best describes why the project charter would be helpful to the project manager?
D. It gives the project manager authority
You are in the Closing Process Group. All technical work is completed on the project. Which of the following remains to be completed?
B. Complete Lessons Learned
In which project management process group is the detailed project budget created?
A. Planning
Which of the following is not an input to the Initiating Process Group?
D. Project Scope Statement
Which project management process group normally takes the most project time and resources?
B. Executing
Quality in PMI means...
The degree to which a set of inherent(本来備わっている) characteristics fulfill requirements
Project Quality Management is...
processes and the 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
Quality Control processes are...
Plan Quality (Planning)
Perform Quality Assurance(Executing)
Perform Quality Control(Control and Monitor)
Quality vs. Grade
Quality:The measurement of meeting the requirements andDeals with the stability or predictability of the product
Grade:The level of technical characteristics and Deals with the characteristics of the product
Who is responsible for project quality?
project manager
Person responsible for quality should be able to
Identify quality problems
Recommend solutions
Implement(実行に移す) solutions
Limit further processing, if non-conforming(一致する, 従う)
Quality should be checked before
an activity or work package is completed
What are some actions required to ensure quality on a project?
Review project charter and project scope statement
Ask the customer what their definition of quality is
Identify the desired levels of performance in the product and components of the product
Identify what level you should control the project to
Identify and quality standards and processes that are applicable(当てはまる) to the project and determine which to use
Set standards to reach the level of desired performance for activities and the project
Set metrics to measure quality from the customers and the organizations perspective
Decide what you will do to make sure the processes are followed and the standards are met-your quality control system
Determine how you will improve the processes on the project-your process improvement plan
Test the validity(妥当（性）) of assumptions before they result in problems
Make sure team members understand what quality is for their work
Collect problems, errors, and complaints and review what can be done to prevent them from reoccurring
Have teams “roam(うろつく)” the project looking for quality improvements
Inspect work as it is being done, not after
Perform quality reviews, quality assurance(確実さ), and quality control
Measure performance against standards
Hold meetings, issue reports, take measurements, and perform calculations
Reassess(～を見直す) the quality standards
Request changes, including corrective and preventive actions and defect(欠陥) repairs
Feed lessons learned back into the project
Input of Planning Quality are...
Scope baseline
Schedule baseline
Cost performance baseline
Risk register
Tools and Techniques of Planning Quality are...
Cost/benefit analysis
Cost of Quality
Benchmarking (comparing a product/service to standards)
Output of Planning Quality are...
Quality Management Plan
Quality Metrics
Process Improvement Plan
Perform Quality Assurance is the process of...
auditing (監査する) the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.
A good quality assurance system will
Identify objectives and standards
Be multifunctional(多機能の) and prevention-oriented
Collect and use data
Establish performance measures
Include a quality audit(監査する)
Independent evaluation of quality performance to assure that
Intended quality will be met
Products are safe and fit for use
Laws and regulations are followed
Data systems are adequate(適正な)
Corrective action is taken
Improvement opportunities are identified
Perform Quality Control is the process of
monitoring and recording results of executing the quality activities to assess(評価する) performance and recommend necessary changes
Philip Crosby is Quality Theorist who is...
Known for concept of cost of poor quality
Advocated prevention over inspection and “zero defects”
Zero Defects is...
business practice which aims to reduce and minimise the number of defects and errors in a process and to do things right the first time
involves looking at other projects to get ideas for improvement on the current project and to provide a basis to use in measuring quality performance and to identify best practices.
Design of Experiments (DOE) is a technique
uses experimentation to statistically determine what variables(変化する［しやすい］もの) will improve quality
Statistical method that allows you to systematically change all of the important factors in a process and see which combination has a lower impact on the project. This method is called
Design of Experiments (DOE)
Statistical(統計にもとづく) sampling involves...
taking a sample of a population of interest for inspection
For example, selecting ten engineering drawings at random from a list of seventy five
Cause and Effect Diagrams (aka Ishikawa diagrams or fishbone diagrams) shows
how factors might be linked to potential problems of effects
Potential causes ======= Effect
Control Chart (Ishikawa) is used to...
illustrate how a process behaves over time
Has upper and lower limits shown on chart
Data are collected and analyzed to indicate the quality status of project processes and products
Graphically answers the question: Is this process within acceptable limits
Upper and Lower Control Limits on Control Chart (Ishikawa) are the
the acceptable range of variation of a process.
The acceptable range of measurements between the upper and lower control limits is set by the project manager and stakeholders based on the organizations quality standard.
Normally this range is calculated based on +/- sigma or standard deviations(偏差)
Control charts are set up in the Plan Quality process as part of the effort to determine
what quality will be on the project.
The Control Charts are utilized in Perform Quality Control, where they help determine
if a process is within acceptable limits
Control Chart can also be used to monitor things like Project Performance figures, such as
cost and schedule variances.
Mean (Average) on Control Chart (Ishikawa) is
indicated by a line in the middle of the control chart.
Standard Deviation
Measurement of variability or diversity that shows how much variation there is from the average (mean).
Low standard deviation indicates
that the data points tend to be very close to the mean
High standard deviation indicates
that the data is spread out over a large range of values
A process is out of a state of statistical control if
A datum(測量基準点) point falls outside of the upper or lower control limit
There are nonrandom data points; these may be within the upper and lower control limits, such as the rule of seven
Rule of Seven
It is a “rule of thumb” or heuristic(発見的問題解決).
Refers to nonrandom data points grouped together in a series that total seven on one side of the mean
Although none of the points are outside of the control limits:They are not random/The process may be out of control
Flowcharts (Ishikawa) show with use of...
Critical Path
Flow Chart is Used in Perform Quality Control process to determine
the steps of a failed process and to help determine potential(将来性［潜在力］がある) process improvements
Histogram (Ishikawa) is ...
A vertical bar chart showing how often a particular variable(変化する［しやすい］もの) state occurred
The height of each column represents the relative frequency of each characteristic
Pareto Diagram (Pareto Chart) (Ishikawa)
A specific type of Histogram, ordered by frequency of occurrence
Pareto’s Law is
A relatively small number of causes will typically produce the majority of problems/defects. Commonly called the 80/20 principle. 80% of the problems are due to 20% of the causes
Run Chart (Ishikawa) is
Similar to a Control Chart, but does not show upper and lower limits
Shows the history of occurrence using a line graph in the order of occurrence
Provides trend analysis
Scatter Diagram (Ishikawa)
Shows the relationship between two variables
Allows analysis of possible relationship between changes observed:The closer the two variable plot to a diagonal line, the closer the relationship.
When a product or service completely meets the customer’s requirements:
C. Quality is achieved
Who is ultimately responsible for quality management on the project?
D. The project manager
The point where the benefits or revenue to be received from improving quality equals the incremental(増加の) cost to achieve that quality is:
A. Marginal analysis
Quality is:
C. The degree to which the project meets requirements
A control chart helps the project manager:
A. Determine if a process is functioning within set limits
Project Human Resource Management is the process
that organize, manage and lead the project team
Project Human Resourse Management processes are...
Develop Human Resource Plan(Planning)
Acquire Project Team(Executing)
Develop Project Team(Executing)
Manage Project Team(Executing)
Develop Human Resourses are the process of...
identifying and documenting project roles, responsibilities and required skills, reporting relationships and creating a staffing management plan
Acquire Project Team is the process of...
confirming human resource availability and obtaining the team necessary to complete project assignments
Develop Project Team is process of...
improving the competencies(能力), team interaction and the overall team environment to enhance project performance
Manage Project Team is process of...
tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance
Input of Develop Human Resource Plan are...
Organizational process assets
Enterprise environment factors
Activity resource requirements
Tools and Technique of Develop Human Resourse Plan are...
Organizational charts and position descriptions
Networking
Organizational theory
Output of Develop Human Resourse Plan is...
Human Resourse Plan
Enterprise Environmental Factors on Project Human Resource ManagementHuman Resource Planning are...
The average worker dislikes work and avoids work when possible.
The average worker avoids increased responsibility and seeks to be directed.
Management Style: Authoritarian(独裁主義者)
Theory Y on Motivational Theories is...
MacGregor
The average worker wants to be active and finds the physical and mental effort on the job satisfying
Management Style: Participatory(一般参加型の)
Theory Z on Motivational Theories is...
Ouchi
The secret to Japanese success and quality in not technology, but a special way of handling people:Trust, recognize ever changing relationships among people, and Intimacy(親密さ)
Hygiene Theory on Motivational Theories is...
Herzberg
Poor hygiene(衛生状態) destroys motivation; improving hygiene will not motivate.
Having an opportunity to succeed will increase motivation
Life Cycle Theory on Motivational Theories is...
Hersey and Blanchard
Leadership style must change with the maturity of individual employees
Maslow Hierarchy of Needs
Is a Triangle form of motivation theories
From Top to Bottom, they are:Self Actualization(自己実現), Self Esteem(自己尊重), Social, Security, Physiological(生理的な)
Hygiene(衛生状態) Factors includes...
Working conditions
Salary
Relationships at work
Security
Status
Issues Facing Project Manager on Project Human Resource Management are...
Fringe Benefits(付加給付税)(ie:vacation)
Perks(ie:promotion, bonus)
Arbitration(調停)
Career Planning
Training
Productivity Incentives
Team Camaraderie(仲間意識)
The halo effect refers to the tendency to:
D. Promote people into project management because the are good in their technical field
The project manager has created her Human Resource Plan and is preparing to start her project. Resumes are being reviewed and people are being interviewed. A technical lead is being offered a position as the technical architect. What process is the project manager involved?
C. Acquire Project Team
What conflict resolution technique is a project manager using when he says, “I cannot deal with this problem right now!”
E. Withdrawal
A project manager needs to motivate her team and reviews Maslow’s Hierarchy of Needs to use as her basis for her motivational strategy. Which of the following are the components of Maslow’s Hierarchy of Needs?
B. Physiological, belonging, esteem, safety, and self-actualization
The project manager uses a variety of power types on their systems upgrade project. Which of the following is an example of Expert power?
A. The project manager’s college degree and their prior experience are in systems engineering
Project Communication Management process groups are...
Identify Stakeholders (Initiating)
Plan communication(Planning)
Distribute Information (Executing)
Manage Stakeholder Expectations (Executing)
Report Performance (Monitor And Control)
Effective project communication is needed to ensure that we get the Right information
To the right people
At the right time
Using the right media
In a cost effective manner
The Communications Management Plan answers...
Who?
What?
When?
How?
Communication Management Plan determine the information and communication needs in a communications matrix
Who needs what information
When will they need it
How do they need the information
What technology will be used to distribute info
The Communications Management Plan should include
The method/methods used to gather, store & retrieve information
Reporting Relationships
Distribution Schedules
Reporting Content
A large, one-year Bio-tech project is about halfway complete when you take the place of the prior project manager. The project involves three different contracts and a team of 30 people. You would like to see the project’s communication requirements and know what technology is being used to aid in project communications. Where will you find this information?
1)The Project Management Plan
2)The information distribution plan
3)The project bar chart
4)The Communications Management Plan
4)The Communications Management Plan
Formula of Communication Channel is...
n*(n-1)/2
n is the number of people involved including project manager
Communications is the key to the success of a project. As the project manager, you have three stakeholders with whom you need to communicate. As such, you have six channels of communication. A new stakeholder has been added that you also need to communicate with. How many communications channels do you now have?
1)7
2)10
3)12
4)16
2)10
Responsibility of the Project Manager on Distribute Information on Communication Management are...
Know what kind of message to send
Generate the message
Know how to translate the message
Build consensus and confidence, NOT compromise(歩み寄り、妥協）
Proactively(積極的に) address issues with customers and stakeholders
Progress/status reports must be accurate and timely
Problems should be stated concisely, with precision and should include recommended solutions
3 Communication Methods on Communication Management are...
Interactive(best)
Push communication
Pull
What is example of Interactive Communicatoin?
Exchange of information and ideas
Meetings, phone calls, video conferences
What is example of push communication?
Send info to recipients
Letter, e-mail
What is example of pull communication?
Put info somewhere to “pull”
Intranet
Communication factor includes...
Non-Verbal- (55%)
Para-lingual- Pitch/Tone of voice
Active Listening- Feedback
What are 4 Communication types
Formal Written
Formal Verbal
Informal Written
Informal Verbal
Communications under a contract should tend toward
D. Formal Written Communication
Communications Barriers/Blockers includes...
Noise
Distance
Limit free-flowing ideas (Negative statements)
Hostility
Language
Culture
Report Performance means
Collecting information
Disseminating（散布する） information
Communicating utilization（役立たせる） of resources
Reporting on project achievements
Tools and Techniques of Reporting Performances are...
Presentation Tools
Information Gathering Status
Review Meetings
Progress Reporting Systems
Cost Reporting Systems
Where are we in the project schedule?
What is the percentage of completion?
What is the estimated time to complete the project?
Why are we ahead or behind schedule?
This is example of...
Time Reporting on communication management report performance
What are the actual capital expenditures to date?
What are the committed expenditures?
What are the estimated expenditures to complete the project?
What are the total projected costs for the project?
How much are we over or under expended and why?
This is example of...
Cost Reporting Examples on communication management report performance
Status Meeting VS Progress Meeting
Status Meeting: At this point of time where am I? What am I doing?
Progress meeting: subset of status. What I have achieved.
Issue Log is...
everytime the issue is there, who's responsible for it
Proactive alignment of expectations and the project management plan include...
Understand known expectations
Recognize that expectations are dynamic
Obtain buy-in
Project Risk Management are...
A systematic process
Identify, analyze, and respond to project risk
Maximize the results of positive events
Minimize the consequences of adverse events
Why Use Risk Management?
Pro-actively address project risk events
Increase risk awareness among stakeholders
Minimize variance in plan
Projects are unique by definition
Risks do and will affect your project
The significance of these risks will directly affect the plan
It is why Project Management exists
Risk Assessment Steps are...
Evaluate the impact of the change
Determine options
Develop recommendation
Go to management and the customer with the change, options and recommendations
The customer requests a change to the project that would increase the project risk. Which of the following should you do before all the others?
A. Analyze the impact of the change
Risk Categories
Unpredictable External
Predictable External
Non-technical Internal
Technical (Internal or External)
Legal (Internal or External)
Triggers (Symptoms/Warning signs)
Risk Breakdown Structure is...
Lists the categories and the sub-categories with which risks may arise
Different RBS’s will be appropriate for
different projects and different types of organizations.
Risk events have a three-part anatomy(構造). They are...
The future event or situation that poses the risk
The consequence of that event or situation
The source of the risk
Risk events DO NOT contain
Solutions
Risk reduction ideas
Tools and Techniques of Risk Identification are...
Assess（査定） the impact and likelihood of identified risks in the risk register
Prioritize risks
Determine the importance of risks
Determine risks requiring additional analysis
Formula for Risk Priority is...
Probability assess*Impact assess
Steps to prioritize risks are...
Rank all risks by Risk Priority
Using the project team’s collective judgment, adjust the Risk Priority
Establish a Risk Ranking - identify at least the top ten
Risk Probability is...
For each identified risk, asses the probability of its occurrence
High to Low
Risk Impact is...
For each identified risk, asses the impact of the consequences, considering cost, schedule and performance
High to Low
Quantitative Risk Analysis are to...
Analyze numerically(数量的に) the probability of each risk
Determine the consequence(結果) on project objectives
Determine the extent(範囲、程度) of overall project risk
Sensitivity Analysis on Quantitative tools on Risk Management are...
Simplest form of risk analysis
Change a single variable and determine effect on the project plan
Define a possible range of outcomes
Focus on variables with high impact
Modeling Simulation on Quantitative Tools on Risk Management are...
Uses a modeling technique such as the Monte Carlo method
Cost Risk Analysis may use WBS as the model
Schedule Risk Analysis may use Network Diagram as the model
Risk Response Planning is to
Develop options
Determine actions
Enhance(を高める) opportunities
Reduce threats
Identify responsibilities
Determine appropriate response based on severity of risk
Name 4 Negative Events on Contingency Risk Response Strategies
Acceptance:受容。accept the risk
Avoidance:回避。what can I do to eliminate risk
Transference:移転。trabser ut ti sineibe ekse
Mitigation:軽減。reduce probability of happening
Name 4 Positive Events on Contingency Risk Response Strategies
Acceptance
Exploit:利用。by adding we'll get more positive effect (gold plating)
Share:共有
Enhance:強化。opostite of mitigate. how to higer probability of good thing happening
Contingency Risk Response Planning is...
The risk cannot be reduced (it is accepted)
Contingency（不慮の出来事） Plans are proactive planning for potential risk events
Contingency Allowance includes time, money, or resources for known risks
Contingency plans are
A response to a risk event that will be implemented(備品) only if the risk event occurs
Included in the WBS
Often shown on milestone charts
Workarounds are...
Unplanned responses to risks that were previously unidentified or accepted
Risk Monitoring & Control determine if...
Risk responses have been implemented as planned
Risk responses are effective
Project assumptions are still valid
Risk exposure(身をさらす［さらされる］こと) has changed
Risk trigger has occurred
Policies and procedures have been followed
New risks have occurred that were previously not defined
An Iterative(繰り返しの多い) Process on risk management are...
Risk Assessment – Identify, Analyze, prioritize
Risk Response –Plan, execute, evaluate, document
At Monitoring and Controlling of Risk Management...
Set response strategies in motion at the first trigger
Communicate current and perceived risks as part of the normal project update
Document events, actions and results
Create lessons learned
Evaluate results
Refine the risk management plan
A project team is creating a project management plan when management asks them to identify project risks and provide some form of qualitative output as soon as possible. What should the project team provide?
A. A prioritized list of project risks
This is an output of “Perform Qualitative Risk”
Output of Risk Monitoring and Controlling are...
Requested Changes
Recommended Corrective Changes
Updated on 1)Risk Register (Risks can be “retired")2)Project Management Plan
Project Procurement Management includes...
4 procurement processes to purchase or acquire the products, services, or results needed from outside the project team to perform project work
contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members
Name four processess of Project Procurement Management
Plan Procurements(Planning)
Conduct procurements(Executing)
Administer Procurements(Control and Monitor)
Close Procurements(Closing)
Plan Procurements is process of
documenting project purchasing decisions, specifying the approach, and identifying potential sellers
Conduct Procurements is process of
obtaining seller responses, selecting a seller and awarding a contract
Administer Procuremnt is the process of
managing procurement relationships, monitoring contract performance, and making changes and corrections as needed
Close Procurements is the process of...
completing each project procurement
Input of Planning Procurement are...
Scope Baseline(Scope Statement,WBS and WBS Dictionary)
Teaming Agreements(Contractual agreements between two or more parties,The agreement defines roles and responsibilities)
Risk Register(List of identified risks, risk owners and risk responses)
Project Schedule
Resource Requirements(Items such as people, equipment and materials)
Cost Performance Baseline(Planned budget over time)
Cost Estimates(Used to evaluate the reasonableness of bids and proposals)
Tools and Techniques of Planning Procurement are...
Make or Buy Analysis(An analysis to determine if work can best be accomplished by the project team or purchased from outside sources )
Determine what contract types to use
Use of expert judgment(Use of expert technical experience to assess inputs to and outputs from suppliers and processes/Use of expert procurement experience )
What is Make or Buy Analysys?
An analysis to determine if work can best be accomplished by the project team or purchased from outside sources
Reasons to “Make” on Planning Procurement
Control
Cost
Integration issues with operations
Idle existing capacity
Proprietary(専売特許の) design
Poor supplier(供給［補充］者) experiences
Stabilize work force
Reasons to “Buy”
Cost
Supplier expertise
Small volume costs too high
Limited capacity/time
Augment(…を増す) labor force
Maintain multiple sources/reduce risk
Indirect control is acceptable
Buyer in Procurement Management means...
The organization seeking to acquire goods or services from an external entity (the seller).
The buyer becomes the customer and key stakeholder
Seller in Procurement Management means...
The subcontractor, vendor, or supplier who will provide the goods and services to the buyer.
The seller’s work is managed as a project
Contract in Procurement Management means...
The binding agreement between the buyer and the seller
5 Elements of legally binding Contract are...
An Offer (Proposition(提案) to exchange something for something)
Acceptance (A buyer willing to accept something from a seller)
Consideration (The exchange of something of value, not necessarily money)
Legal Capacity (Separate legal parties, competent, of legal age and authorized)
Legal Purpose (Cannot have a contract that violates public law)
Factors to Consider on Use of Contract Types
Overall degree of cost and schedule risk
Type/complexity of requirement
Extent of price competition
Cost/price analysis
Urgency of requirement/Performance period
Frequency of expected changes
Industry standards of types of contracts used
Well defined Statement of Work
Other Procurement Decisions
Procure all goods/services from a single source
Procure all goods/services from multiple sources
Procure only a small portion of goods/services
Procure none of the goods/services
Sole Source on Non-Competitive Contracts means...
Using a seller that has no other competition
Typically has a patent or some other type of intellectual property
他にやれる人がいないから選ぶ
Single Source on Non-Competitive contracts means...
CHOOSING a single seller that you prefer to work with
Sets a defined total price for defined product or services to be provided. May incorporate financial incentives for achieving selected project objectives, such as schedule, technical performance.
Risk to seller to perform
Buyer needs to provide clear and specific specifications
Cost-reimbursable contracts
Used when scope of work cannot be precisely defined at the start or when there are high risks in performing to the contract
Contract involves payment (cost reimbursement) to seller for legitimate(正当な) actual costs, plus a fee.
May incorporate financial incentives for achieving selected project objectives, such as schedule, technical performance.
Risk to buyer.
Time and Material contracts is
Hybrid of Fixed and Cost type contracts.
Fixed/Specific Rates are set (i.e., specific labor rates, material rates, machine hour rates, etc.)
Reimburse for costs plus fee (included in rate)
Often “open ended” (no specific end date)
Often used for staff augmentation(増加) and outside support.
Medium Risk to buyer; Buyer needs to closely monitor costs
Recommend use of “not-to-exceed” clause in contract
Firm-Fixed Price (FFP/Lump Sum) (Contract Type of Procurement)
Buyer pays a fixed price.
Seller typically does NOT provide cost information, unless specified as criteria as performance incentive
Buyer must be sure the product or service precisely meet requirements and are precisely specified
Typically used for commercial and standard items and services
Purchase Order (PO)- Simplest type of Fixed Price Contract
Fixed-Price Incentive Fee (FPIF)(Contract Type of Procurement)
Incentive Fee can be adjusted for the seller, based on seller meeting specified performance criteria, such as:Completing the work quicker/Completing the work cheaper/Technical performance
At the end of the contract, the final price is determined based on actual performance compared to specified performance criteria.
A ceiling price is set and all costs above the ceiling price are the responsibility of the SELLER, who is obligated to complete the work
Firm-Price Economic Price Adjustment (FP-EPA)(Contract Type of Procurement)
A fixed price contract
Used when the performance period spans a considerable period of time, typically years
Includes a provision allowing for a pre-defined final adjustments, due to:Inflation (typically use a financial index)/Commodity fluctuation costs (i.e., gold, platinum, etc)
Cost Plus Fixed Fee (CPFF)(Cost Reimbursable Contract Type of Procurement)
The seller is reimbursed for all allowable costs
The Fixed Fee, calculated as a percentage of the initial estimated project costs, does not change, unless scope changes.
Fee is paid only for completed work
Fee does not change due to seller performance
Cost Plus Incentive Fee (CPIF)(Cost Reimbursable Contract Type of Procurement)
The seller is reimbursed for all allowable costs
The seller receives a predetermined incentive fee based on achieving stated performance objectives
If the final costs are less than or greater than the estimated costs, then BOTH, the seller and buyer share in the cost difference, based on the stated cost sharing formula
Cost Plus Award Fee (CPAF)(Cost Reimbursable Contract Type of Procurement)
The seller is reimbursed for all allowable costs
The fee is awarded based on a broad and “subjective” performance criteria, defined in the contract.
Buyer determines if performance fee criteria has been met
Cost Plus Percentage of Cost (CPPC) (Cost Reimbursable Contract Type of Procurement)
The seller is reimbursed for all allowable costs
No incentive to seller to control costs. As such, buyer should closely review seller costs
Not allowed in Government contracting
The contract type that represents the highest risk to the seller is
:1)Fixed price plus incentive
2)Cost reimbursable
3)Fixed price
4)Cost reimbursable plus incentive
5)Time and material
3)Fixed price
Output of Plan Procurement is...
Procurement Management Plan(The Procurement Management Plan describes how the procurement process will be managed)
Procurement Management Plan includes guidance for...
The types of contracts to be use
What standardized procurement documents will be used
If independent estimates will be used for analysis and evaluation criteria
Metrics that will be used to manage contracts and evaluate sellers
Assumptions
Procurement Plan includes...
Procurement Statement of Work
Procurement Documents
PROCUREMENT Statements of Work (SOW) describes...
the product or services to be supplied by the supplier
PROCUREMENT SOW's are a “subset” of Project SOW.
Developed from the project scope baseline
Make or buy analysis is a tool used in which process?
1)Plan Procurements
2)Conduct Procurements
3)Administer Procurements
4)Close Procurements
1)Plan Procurements
Procurement Documents is used to...
solicit(求める) proposals from sellers
Request for Bid or Quotation- (RFQ- Request For Quote) on Procumrenet Document is...
Generally used when the seller selection decision will be based primarily on price.
Typically used when buying commercial or standard items (COTS: Commercial Off the Shelf)
Request For Proposal- (RFP) on Procurement Document is...
Generally used when other considerations, such as technical capability or technical approach are paramount(最も重要な)
Procurement Documents includes...
Procurement SOWs
Product background / historical information
Correspondence procedures
Specific guidelines to prepare proposal
Proposal evaluation criteria. Include:Price or cost criteria/Seller’s technical ability, management approach, schedule, cost and supplier financial capacity
Conduct Procurements's process is to...
1. Obtaining seller responses,
2. Selecting a seller
3. Awarding a contract
Tools and Techniques of Conduct Procuremen are...
Bidder conferences
Proposal Evaluation Techniques
Independent Estimates
Negotiations
Bidder conferences on Conduct Procurement means...
Meetings between buyer and prospective seller
Used to ensure clear understanding of the procurement
Be sure all potential sellers are treated the same
Proposal Evaluation Techniques on Conduct Procurement means...
Formal evaluation process based on set criteria, such as cost, financial stability, technical capability, schedule, etc.
Independent Estimates on Conduct Procurement means...
Independent estimate of the reasonableness of costs
Letter of Contract / Letter of Intent (Conduct Procurement)
A written preliminary(前置きの) contract authorizing the seller to begin work immediately
Used when final contract signatures may take time, delaying supplier to buying long lead material and hire key personnel to meet contract requirements
Definitive Contract (Conduct Procurement)
A contract entered into following normal contracting procedures
Administer Procurements is the process of...
managing procurement relationships, monitoring contract performance, and making changes and corrections as needed
Verifying all work is complete and all deliverables are accepted
Finalizing and settling open claims
Making final payments
Buyer provides seller with formal notice that the contract has been completed, except warranties, which will continue as specified in warranty
Post-Contract Evaluation of Seller
Document procurement lessons learned
Update contract database
Administrative Closure is...
The Close Project (Close Phase)
PROCESS is the closing of the project/phase
Procurement Closure
The closing of a procurement
Which of the following represents the right sequence of procurement processes?
1)Analyze Procurements, Plan Procurements, Conduct Procurements, Close Procurements
2)Determine Mark or Buy, Administer Procurements, Conduct procurements, Close Procurements
3)Plan Purchases, Administer Procurements, Conduct Procurements, Close Procurements
4)Plan Procurements, Conduct Procurements, Administer Procurements, Close Procurements
4)Plan Procurements, Conduct Procurements, Administer Procurements, Close Procurements
The value of work performed, expressed in terms of the approved budget assigned to that work for a schedule activity or for a WBS component is called
Earned Value
Earned Value is sometimes called
Budgeted Cost of Work Performed (BCWP)
Earned Value provides
objective, quantifiable measurement of work that has been accomplished
Planned Value (PV) is
The authorized budget for an activity or a component of the budget.
The total of all the planned values = project budget
The total project budget is the Budget at Completion (BAC)
Earned Value (EV) is
Is the work accomplished, expressed in terms of the budget assigned to the work or activity
When the project is completed, all work is completed and the EV = Budget
Actual Cost (AC) is
The cost actually incurred and recorded
Schedule Variance (SV)is
The difference between what you have accomplished (earned) and what is planned
SV=EV-PV
Cost Variance (CV)is
The difference between what you have accomplished (earned) and the actual costs
CV=EV-AC
Schedule Performance Index (SPI) is
A measure of schedule progress achieved compared to planned progress
If SPI < 1, then less work was completed versus planned
SPI=EV/PV
Cost Performance Index (CPI) is
A measure of the work completed compared to actual cost
If CPI < 1, then less work was completed versus planned and indicates a cost overrunCPI=EV/AC
Estimate at Complete (EAC) on schedule is
Estimating formula that assumes the performance to date will continue throughout the project.
EAC=BAC/CPI
Estimate at Complete (EAC) on cost is
The estimated completion cost of the project = the actual costs, to date, plus an updated estimate of the remaining costs
EAC=AC+ETC
The estimated worth of Activity A is $200 and is 100% complete. Activity B is worth $75 and is 90% complete. Actual costs to date are $120. Activity C is worth $200 and is 75% complete. Costs to date are $175. The total budget is $1,000. What is the Planned Value (PV) for A and B?
D. 275
Add the planned value of Activity A plus B?PV = 200 + 75
The estimated worth of Activity A is $200 and is 100% complete. Activity B is worth $75 and is 90% complete. Actual costs to date are $120. Activity C is worth $200 and is 75% complete. Costs to date are $175. The total budget is $1,000. What is the CPI?
C. 0.84
EV = % complete * PV = EV - for EACH Activity = 417.50
A = 200, B = 67.5, C = 150
A = 100% * 200, B = 75 * 90%, C = 200 * 75%
AC = the sum of the Actual Costs = 495
CPI = EV/AC = .84
The estimated worth of Activity A is $200 and is 100% complete. Activity B is worth $75 and is 90% complete. Actual costs to date are $120. Activity C is worth $200 and is 75% complete. Costs to date are $175. The total budget is $1,000. What is the Cost Variance (CV)?
A. -77.50
CV=EV-ACEV = % complete * PV = EV - for EACH Activity = 417.50
A = 200, B = 67.5, C = 150
AC = the sum of the Actual Costs = 495
CV = 417.5 - 495
CPI = Earned Value/Actual Cost, if this is less than 1 it is
Not good
Earned Value Tracking/Measurement Commonly used options
Percent Complete: Reported percent of the budgeted item
50/50: 50% of budget at start and 50% earned at completion
Milestone: Completion of work “products” within a work package represent increments of value earned
Level of Effort (LOE): Often used for project mgmt / supervision. Level amt of effort earned over time
Which of the following metrics tells you if you are ahead or behind schedule?
A. Schedule performance index (SPI)
Description of Honesty
Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct.
Honesty: Aspirational Standards As practitioners in the global project management community
5.2.1 We earnestly seek to understand the truth.
5.2.2 We are truthful in our communications and in our conduct.
5.2.3 We provide accurate information in a timely manner.
5.2.4 We make commitments and promises, implied or explicit, in good faith.
5.2.5 We strive to create an environment in which others feel safe to tell the truth.
Honesty: Mandatory Standards As practitioners in the global project management community, we require the following of ourselves and our fellow practitioners:
5.3.1 We do not engage in or condone behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete.
5.3.2 We do not engage in dishonest behavior with the intention of personal gain or at the expense of another.
Description of Fairness
Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free from competing self interest, prejudice, and favoritism.
Fairness: Aspirational Standards As practitioners in the global project management community:
4.2.1 We demonstrate transparency in our decision-making process.
4.2.2 We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate.
4.2.3 We provide equal access to information to those who are authorized to have that information.
4.2.4 We make opportunities equally available to qualified candidates.
Fairness: Mandatory Standards As practitioners in the global project management community, we require the following of ourselves and our fellow practitioners:
Conflict of Interest Situations
4.3.1 We proactively and fully disclose any real or potential conflicts of interest to the appropriate stakeholders.
4.3.2 When we realize that we have a real or potential conflict of interest, we refrain from engaging in the decision-making process or otherwise attempting to influence outcomes, unless or until: we have made full disclosure to the affected stakeholders; we have an approved mitigation plan; and we have obtained the consent of the stakeholders to proceed.
Favoritism and Discrimination
4.3.3 We do not hire or fire, reward or punish, or award or deny contracts based on personal considerations, including but not limited to, favoritism, nepotism, or bribery.
4.3.4 We do not discriminate against others based on, but not limited to, gender, race, age, religion, disability, nationality, or sexual orientation.
4.3.5 We apply the rules of the organization (employer, Project Management Institute, or other group) without favoritism or prejudice.
Description of Respect
Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources entrusted to us may include people, money, reputation, the safety of others, and natural or environmental resources.
An environment of respect engenders trust, confidence, and performance excellence by fostering mutual cooperation — an environment where diverse perspectives and views are encouraged and valued.
Respect: Aspirational Standards As practitioners in the global project management community:
3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful.
3.2.2 We listen to others’ points of view, seeking to understand them.
3.2.3 We approach directly those persons with whom we have a conflict or disagreement. 3.2.4 We conduct ourselves in a professional manner, even when it is not reciprocated.
Respect: Mandatory Standards As practitioners in the global project management community, we require the following of ourselves and our fellow practitioners:
3.3.1 We negotiate in good faith.
3.3.2 We do not exercise the power of our expertise or position to influence the decisions or actions of others in order to benefit personally at their expense.
3.3.3 We do not act in an abusive manner toward others.
3.3.4 We respect the property rights of others.
Description of Responsibility
Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result.
Responsibility: Aspirational Standards As practitioners in the global project management community:
2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the environment.
2.2.2 We accept only those assignments that are consistent with our background, experience, skills, and qualifications.2.2.3 We fulfill the commitments that we undertake – we do what we say we will do.
2.2.4 When we make errors or omissions, we take ownership and make corrections promptly. When we discover errors or omissions caused by others, we communicate them to the appropriate body as soon they are discovered. We accept accountability for any issues resulting from our errors or omissions and any resulting consequences.
2.2.5 We protect proprietary or confidential information that has been entrusted to us.
2.2.6 We uphold this Code and hold each other accountable to it.
Responsibility: Mandatory Standards
As practitioners in the global project management community, we require the following of ourselves and our fellow practitioners:
Regulations and Legal Requirements
2.3.1 We inform ourselves and uphold the policies, rules, regulations and laws that govern our work, professional, and volunteer activities.
2.3.2 We report unethical or illegal conduct to appropriate management and, if necessary, to those affected by the conduct.
Ethics Complaints
2.3.3 We bring violations of this Code to the attention of the appropriate body for resolution.
2.3.4 We only file ethics complaints when they are substantiated by facts.
2.3.5 We pursue disciplinary action against an individual who retaliates against a person raising ethics concerns.
Persons to Whom the Code of Ethic Applies
1.2.1 All PMI members
1.2.2 Individuals who are not members of PMI but meet one or more of the following criteria: .
1 Non-members who hold a PMI certification .
2 Non-members who apply to commence a PMI certification process .
3 Non-members who serve PMI in a volunteer capacity.
