Transcription
anagementPMP cross-cutting skills have been updated in the PMP Exam Content Outline – June 2015 (PDF of theExamination Content Outline - June 2015 can be found under the Resources Tab).Learn about why the PMP exam is changing in 2016.Download the new Exam Content Outline to study cross-cutting skills hangeIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.1
TheProjectManagementCer8ficateProgramIIL- ‐CERT5 eManagement2
anagementParticipant’s Notes:IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.3
��s allingtheselearningobjec8ves.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.4
��s noftheproject.PMBOK bedeveloped,maintainedandcontrolled.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.5
��s Notes:ProjectTimeManagementThePMBOK naged.”PMBOK Guide–FiShEdi8on,p.145IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.6
��s Notes:ProjectTimeManagementThePMBOK tProjectTimeManagementprocess:Inputs Projectmanagementplan Projectcharter Enterpriseenvironmentalfactors Organiza8onalprocessassetsTools&Techniques Expertjudgment Analy8caltechniques Mee8ngsOutputs SchedulemanagementplanIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.7
��s Notes:IIL- agedandrequiredreports. 2014Interna8onalIns8tuteforLearning,Inc.8
anagementParticipant’s Notes:IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.9
��s rementinclude: Whichpercentagecompletetouse? Whatcontrolaccountstorolldatainto? Whatearnedvaluemeasurementtechniquestouse? Whattoleranceintervalsshouldbeused?IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.10
anagementThePMBOK MBOK asMicrosoS ac8onstepsbelow.Ac8onsteps: Setuptheschedulingtool’sop8ons EnterAc8vi8esandEnterDependencies EnterEs8mates EnterandAssignResources EnterDeadlines/Constraints nes/constraints GainAgreementontheSchedule BaselineSchedule 8ons ReportvariancesIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.11
��s Notes:ProjectTimeManagementThePMBOK ProjectTimeManagementprocess:Inputs Schedulemanagementplan Scopebaseline Enterpriseenvironmentalfactors Organiza8onalprocessassetsTools&Techniques Decomposi8on Rollingwaveplanning ExpertjudgmentOutputs Ac8vitylist Ac8vityaOributes MilestonelistIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.12
anagementParticipant’s Notes:IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.13
��s renotlimitedto: Ac8vityID WBSID Ac8vityname Ac8vitycodes Ac8vitydescrip8on 8onships,leadsandlags Ac8vityresourcerequirements Ac8vityscheduledates Ac8vityconstraintsandassump8onsAdaptedfrom:PMBOK Guide–FiShEdi8on,p.153IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.14
��s ctsprogression.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.15
anagementThePMBOK K ngesinprecedingtasks.MicrosoS heendofanothertask.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.16
��s Notes:ProjectTimeManagementThePMBOK rojectTimeManagementprocess:Inputs Schedulemanagementplan Ac8vitylist Ac8vityaOributes Milestonelist Projectscopestatement Enterpriseenvironmentalfactors Organiza8onalprocessassetsTools&Techniques Precedencediagrammingmethod(PDM) Dependencydetermina8on LeadsandlagsOutputs Projectschedulenetworkdiagrams ProjectdocumentsupdatesIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.17
��s Notes:IIL- roductofthiseffortistheprojectschedule. 2014Interna8onalIns8tuteforLearning,Inc.18
��s .ThisdiagrammingmethodisalsoreferredtoasAc8vity- ‐On- ,alsoknownasAc8vity- ‐On- - ‐to- heuseofdummyac8vi8estocompletethelogic.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.19
��s ��nish- ‐to- typeofprecedencerela8onship.Finish- ‐to- thecomple8onofthepredecessorac8vityFinish- ‐to- suponthecomple8onofthepredecessorac8vityStart- ‐to- ontheini8a8onofthepredecessorac8vityStart- ‐to- suponthestartofthepredecessorac8vityIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.20
��s nciesrepresentarela8onshipbetweenprojectandnon- onshipsbetweenac8vi8eswithintheproject.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.21
��s ssorac8vity.PMBOK cprojectschedule.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.22
��s nshipsamongtheprojectscheduleac8vi8es.PMBOK Guide–FiShEdi8on,GlossaryIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.23
��s Notes:ProjectTimeManagementThePMBOK ostanddura8on.”PMBOK illlevelrequiredandcost.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.24
��s Notes:ProjectTimeManagementThePMBOK ProjectTimeManagementprocess:Inputs Schedulemanagementplan Ac8vitylist Ac8vityaOributes Resourcecalendars Riskregister Ac8vitycostes8mates Enterpriseenvironmentalfactors Organiza8onalprocessassetsTools&Techniques Expertjudgment Alterna8veanalysis Publishedes8ma8ngdata BoOom- ‐upes8ma8ng ProjectmanagementsoSwareOutputs Ac8vityresourcerequirements ResourcebreakdownstructureIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.25
��s pplica8onarea.Resourcerequirementsshouldinclude: Thebasisofthees8mateforeachresource Thetypeofresource Thequan88esneeded Theavailabilityorwhentheresourceswillbeneeded ManualtothePMBOK Guide,JohnWileyandSons2013,p.67IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.26
anagementParticipant’s Notes:IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.27
��s Notes:IIL- ,andinforma8onrequiredtoupdateprojectdocumenta8on. 2014Interna8onalIns8tuteforLearning,Inc.28
��s Notes:IIL- rsonaprojectasopposedtoformalrepor8ngrela8onships. 2014Interna8onalIns8tuteforLearning,Inc.29
��s Notes:ProjectTimeManagementThePMBOK ete.”PMBOK i8es,cost,etc.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.30
anagementThePMBOK rojectTimeManagementprocess:Inputs Schedulemanagementplan Ac8vitylist Ac8vityaOributes Ac8vityresourcerequirements Resourcecalendars Projectscopestatement Riskregister Resourcebreakdownstructure Enterpriseenvironmentalfactors Organiza8onalprocessassetsTools&Techniques Expertjudgment Analogouses8ma8ng Parametrices8ma8ng Three- ‐pointes8ma8ng Groupdecision- ‐makingtechniques ReserveanalysisOutputs Ac8vitydura8ones8matesIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.31
anagementParticipant’s Notes:IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.32
��s eeneffortanddura8on.Effort,accordingtothePMBOK ds(notincludingholidaysorothernon- ressedasworkdaysorworkweeks.PMBOK .IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.33
��s ,cost,budget,anddura8on.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.34
anagementThree- ‐PointEs5matesusingaBetaDistribu5on:Three(3)- verageofthesethreees8mates:tO 4tM tP(tE) - ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- nformulaaboveis:Tp- ‐tO(tσ) - ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐- ‐6Three- ule.Triangulares8ma8ng,analterna8vethree- dofabetadistribu8on,asshown. ML PIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.35
��s 2workweeks /- r,CynthiaStackpole,AUser’sManualtothePMBOK Guide,JohnWileyandSons2013,p.72IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.36
anagementParticipant’s Notes:IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.37
anagementThePMBOK c8vi8es.”PMBOK lingare: h- ‐levelviewofthecostand8merequired. yassignac8vi8estoteammembers. usofac8vi8esintotheschedule. m:DynamicSchedulingwithMicrosoA Project2010byRodolfoAmbriz,PMP,PMI- ‐SP,PMI- MCITPIIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.38
TheProjectManagementCer8ficateProgramThePMBOK rojectTimeManagementprocess:ProjectTimeManagement Tools&Techniques― Schedulenetworkanalysis― Cri8calpathmethodInputs― Cri8calchainmethod Schedulemanagementplan Ac8vitylist― Resourceop8miza8ontechniques― Modelingtechniques Ac8vityaOributes Projectschedulenetworkdiagrams Ac8vityresourcerequirements Resourcecalendars Ac8vitydura8ones8mates― Leadandlags― Schedulecompression― Schedulingtool Outputs― Schedulebaseline Projectscopestatement― Projectschedule Riskregister Projectstaffassignments― Scheduledata― Projectcalendars Resourcebreakdownstructure Enterpriseenvironmentalfactors Organiza8onalprocessassetsIIL- ‐CERT5― Projectmanagementplanupdates― Projectdocumentsupdates 2014Interna8onalIns8tuteforLearning,Inc.39
tEarlyStart,EarlyFinish,LateStartandLateFinish. sororviola8ngascheduleconstraint. ffloat.Usuallyzerofloat.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.40
��s ac8vity.Let’stakeacloserlook.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.41
(Seetheinsetontheslide)BecausethePMBOK inthemannerwefocusoninthisslide 8onoftheearlystart.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.42
(Seetheinsetontheslide.)BecausethePMBOK IL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.43
becalculatedasfollows:Totalfloat Latefinish–EarlyfinishorTotalfloat nweekendsandnon- arlyFinish,LateStart,LateFinishandTotalSlack.IIL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.44
eusedinaporzolioenvironment. Addbuffersthatarenon- chains ntyinthecri8calchain. ddressestwomajorprojectmanagementgoals: Comple8ngprojectsmorequickly IL- ‐CERT5 2014Interna8onalIns8tuteforLearning,Inc.45
re- .3.Ifresourcesbecomeover- ra8onofnon- on.Fasttrackingisoverlappingtaskst
PMP cross-cutting skills have been updated in the PMP Exam Content Outline – June 2015 (PDF of the Examination Content Outline - June 2015 can be found under the Resources Tab). Learn about why the PMP exam is changing in 2016. Download the new Exam Content Out
