[Code of Ethics and Professional Conduct]Purpose of the code of ethics:To whom apply the code of ethics: - Responsibility: - Respect - Fairness: - Honesty:Aspirational standards:Mandatory standards:Conflict of interest:[Chapter 1 - Introduction]Standard (3):Project (5):Project Management (6):Project Management Processes -42- (6):Project Management Processes Groups (6): - Initiating Process Group:- Planning Process Group:- Executing Process Group: - Monitoring and Controlling Process Group:- Closing Process Group:Project Management is Iterative (7).Project Management Plan goes through Progressive elaboration (7).Portfolio Management (8):Program Management (9):Project Management Office (PMO) (11):Operations Management vs Project Management (12):Functional Manager functions (13):Operations Manager functions (13):Effective Project Management Requirements (13): - Knowledge:- Performance:- Personal Effectiveness: Attitude, Personality and Leadership.Organizational Project Management Maturity Model (OPM3) (14):Enterprise Environmental Factors (14):[Chapter 2 - Project Life Cycle and Organization]Project life cycle (15):Project phase (17):Product life cycle (18):Phase deliverable (19):Phase Exit / Milestone / Phase Gate / Decision Gate / Stage Gate / Kill Point (19):Project Governance (20):Phase-to-phase relationships (21): - Sequential - Overlapping - IterativeSchedule compression (21):Fast tracking (21):Projects vs Operational work (22):Stakeholder (23): - User / customer- Sponsor- Portfolio manager- Program manager- PMO- Project managers - Project team- Functional manager- Operations manager- Sellers- Business partnersSponsor (25):Organizational Culture (27):Organizational Style (Environmental factors) (27):Functional Organization Structure (28):Projectized Organizational Structure (28):Matrix Organizational Structure (Weak, Balanced, Strong) (28):Composite Organizational Structure (31):Organizational Project Assets (32): - Process and procedures - Corporate knowledge base[Chapter 3 - Project Management Processes for a Project]Process (37): - Project management Processes - Product-Oriented ProcessesTailoring (38):Initiating Process GroupPlanning Process GroupExecuting Process GroupMonitoring and Controlling Process GroupProject Charter (45):Rolling Wave Planning (46):Project Management Plan (48):Work Breakdown Structure (WBS) (49):Activity (50):Baseline (52):Integrated Change Control (61):Project Management Information System (PMIS) (64):[Chapter 4 - Project Integration Management]Project Integration Management (71) - Develop Project Charter:- Develop Project Management Plan:- Direct and Manage Project Execution: - Monitor and Control Project Work & Perform Integrated Change Control (93):- Close Project or Phase:Project Charter (73) (77):Statement of Work (SOW) (75):Approved Changes (83): - Corrective Action - Preventive Action - Repair Defect:Deliverable (78):Performance Report (90):Change Request (92):Configuration Control (94):Change Control (94):Change Control Board (98):Change Requests Log (99):[Chapter 5 - Project Scope Management]Project Scope Management (103): - Collect Requirements (103):- Define Scope (112):- Create Work Breakdown Structure (WBS) (116): - Verify Scope (123):- Control Scope (125):Product Scope (103):Project Scope (103):Work Breakdown Structure (WBS) (121):Work Breakdown Structure (WBS) Dictionary (121):Project Requirements (105):Product Requirements (105):Stakeholder Register (106):Focus Groups (107):Facilitated Workshops (107):Group Creativity Techniques (108): - Brainstorming: - Nominal Group Technique: - Delphi Technique: -Idea/Mind Mapping: - Affinity Diagram:Group Decision Making Techniques (108): - Unanimity - Majority - Plurality - DictatorshipJob Shadowing/Observations ():Requirements Management Plan (110) (127):Requirement Traceability Matrix (111):Identifying Alternatives Technique (114): - Brainstorming - Lateral Thinking - Pair Wise ComparisonProject Scope Statement (115) (122): - Scope- Acceptance Criteria- Project Deliverables- Project Exclusions - Project Constraints- Project AssumptionsProduct Acceptance Criteria (115):Project Deliverables (115):Work Package (116) (118):Decomposition (118):100% Rule (121):Control Account (121):Code of Account (121):Scope Baseline (122):Quality Control (123):Walkthroughs/Reviews/Audits (124):Change Requests (125):Integrated Change Control Process (125):Project Scope Creep (125):Configuration Management Plan (126):Variance Analysis (127):[Chapter 6 - Project Time Management]Project Time Management (129): a) Define Activities (133): Create Work Breakdown Structure (WBS) Process (133): Work Package (133): Activity (133) (134): Decomposition (regarding defining activities) (134): Rolling Wave Planning (135): Activity List (135): Activity Attribute (136): Milestone/Milestone List (136): b) Sequence Activities (136): Lead Time (140): Lag Time (140): Project Scope Statement (138): Precedence Diagraming Method (138): Activity-On-Node Technique (138): - Finish-To-Start - Finish-To-Finish - Start-To-Start - Start-To-Finish Mandatory Dependencies (): Hard Logic (): Discretionary Dependency (): Preferred Logic/Preferential Logic/Soft Logic (140): External Dependencies (140): Project Schedule Network Diagram (141): Dependency (141): c) Estimate Activity Resources (141): Resources Calendars (143): Bottom-Up Estimating (144): Resource Breakdown Structure (145): d) Estimate Activity Durations (146): Work Period (146): Sequencing Logic (146): Project Calendar (146): Analogous Estimating (149): Parametric Estimating (150):Three-Point Estimates (150): Program Evaluation and Review Technique (PERT) (150): - Most Likely (TM)- Optimistic (TO) (Best Case Scenario)- Pessimistic (TP) (Worst Case Scenario) - Expected (TE) = (TO+4TM+TP)/6Reserve Analysis (151):Contingency Reserves/Time Reserves/Buffers (151):Activity Duration Estimate (151): e) Develop Schedule (152): Activity Sequences (152): Schedule Network Analysis Technique (154):Critical Path Method (154): - Forward and Backward Pass Analysis (154):- Early and Late Start and Finish Dates (154): - Activity Total Float (155):- Schedule Flexibility (155): - Total Float (155):- Critical Path (155): - Free Float (155):Critical Chain Method (155): - Duration Buffer (155): - Project Buffer (155): - Feeding Buffer (155):Resource Leveling Technique (156):What-If Scenario Analysis (156): - Monte Carlo Analysis (156):Schedule Compression (156): - Crashing (156): - Fast Tracking (157): Target Schedule (157): Master Schedule / Milestone Schedule (157): Milestone Charts (157): Bar Charts (157): Hammock Activity (157) Project Schedule Network Diagram (157): Logic Bar Char (157): Resource Histogram (159): Cash Flow Projection (159): f) Control Schedule (160): Schedule Baseline (160): Performance Reviews (): Earned Value Management (EVM) (162): - Schedule Variance (SV) (162): - Schedule Performance Index (SPI) (162):Schedule Model (129):Scheduling Methodology (130): Critical Path Method (CPM) (130): Critical Chain (130):Scheduling Tool (130):[Chapter 7 - Project Cost Management]Project Cost Management (165): a) Estimate Costs (168): Cost Estimating is an iterative process from phase to phase. Rough Order of Magnitude (ROM) (168): Scope Baseline (169): Scope Statement (169): Direct Project Costs (169): Indirect Project Costs (169): Risk Register (threats/opportunities) (170): Risk Mitigation Costs (170): b) Determine Budget (174): Analogous Estimating (171): Parametric Estimating (172): Three Point Estimates / Program Evaluation and Review Technique (PERT) (173): CExpected = (COptimistc + CPesimistic + 4CMost Likely) / 6 Reserve Analysis / Contingency Reserve / Contingence Allowance (173): Authorized Costs Baseline (174): Management Reserves (174): Project Cost Performance (174): Authorized Budget (174): Cost Aggregation (177): Reserve Analysis (177): - Contingency Reserves (177) - Management Reserves (177) Cost Performance Baseline (178): Performance Measurement Baseline (178): Total Funding Requirements (179): Periodic Funding Requirements (179): c) Control Costs (179): Earned Value Management (EVM) (181):- Planned Value (PV) (182): - Performance Measurement Baseline (PMB) (182):- Budget at Completion (BAC) (182):- Earned Value (EV) (182):- Actual Costs (AC) (182):- Schedule Variance (SV) (182):- Cost Variance (CV) (182):- Schedule Performance Index (SPI) (183):- Cost Performance Index (CPI) (183): Estimate at Completion (EAC) (184): Estimate to Complete (ETC) [EAC = AC + Bottom-Up ETC] (184): Estimate at Completion Forecast for ETC work at the Budgeted Rate [EAC = AC + BAC - EV] (184): Estimate at Completion Forecast for ETC at the Present Cost Performance Index [EAC = BAC / Cumulative CPI] (184): Estimate at Completion Forecast for Estimate to Complete Work considering SPI & CPI (185):EAC = AC + [(BAC EV) / (Cumulative CPI x Cumulative SPI)] To-Complete Performance Index (TCPI) [TCPI = (BAC EV) / (BAC AC) = (BAC - EV) / (EAC - AC)] (185): Performance Review (186):- Variance Analysis (186):- Trend Analysis (186):- Earned Value Performance (186):Control Account (166):Control Thresholds (166):Project Management Plan (165):Cost Management Plan (165):Earned Value Management (EVM) (166):Return and Investment Technique (167):Discounted Cash Flow (167):Investment Payback Analysis (167):[Chapter 8 - Project Quality Management]Project Quality Management (189): a) Plan Quality (192): Quality Policy (194): Cost-Benefit Analysis (195): Failure Costs / Costs of Poor Quality (195): - Internal Failure Costs (): - External Failure Costs (): Control Charts (196): Benchmarking (197): Design of Experiments (197): Statistical Sampling (198): Flowcharting (198): Proprietary Quality Management Methodologies (199):- Six-Sigma- Lean Six-Sigma- Quality Function Deployment- CMMI Affinity Diagrams (199): Force Field Analysis (199): Nominal Group Techniques (199): Matrix Diagrams (200): Prioritization Matrices (200): Quality Management Plan (200):- Quality Control- Quality Assurance- Continuous Process Improvement Quality Metric (200):- Tolerance (200): - On-Time Performance (200):- Budget Control (200):- Defect Frequency (200): - Failure Rate (200):- Availability (200):- Reliability (200): - Test Coverage (200): Quality Checklist (201): Process improvement Plan (201):- Process Boundaries- Process Configuration- Process Metrics- Targets for Improved Performance b) Perform Quality Assurance (201): Project Management Plan contains: Quality Management Plan & Process Improvement Plan. Quality Control Measurements (203): Quality Audit (204): Root Cause Analysis (204): c) Perform Quality Control (206): Prevention vs Inspection (206): Attribute Sampling vs Variables Sampling (206): Tolerances vs Control Limits (206): Project Management Plan -> Quality Management Plan -> How to perform Quality Control within the project Ishikawa Seven Basic Tools of Quality (208):- Cause and Effect Diagrams / Ishikawa Diagrams / Fishbone Diagrams (208): Root-Cause Analysis: Why-Why, How-How Diagrams (208):- Control Charts: process out of control after seven consecutive points (209):- Flowcharting (210):- Histogram (210):- Pareto Chart / Pareto Diagram: Paretos Law / 80/20 Principle (211):- Run Chart (211): Trend Analysis (211):- Scatter Diagram (212):- Statistical Sampling (212):- Inspection (213): Goal of Quality Control (213):Quality (190):Grade (190):Precision (190):Accuracy (190):Prevention Over Inspection (190):Cost Of Quality (COQ) (191): - Prevention Costs (195)- Appraisal Costs (195)[Chapter 9 - Project Human Resource Management]Project Human Resource Management (215):Develop Human Resource Plan (215) (218):Staffing Management Plan (215):Develop Project Team (215):Manage Project Team (215):Project Management Team (Core Team, Executive Team, Leadership Team) (215):Organizational Charts (220): - Hierarchical-Type Charts (220): - Organizational Breakdown Structure (OBS) (220):- Resource Breakdown Structure (220): - Matrix-Based Charts (221): - Responsibility Assignment Matrix (RAM) (221):- Responsible, Accountable, Consult and Inform Chart (RACI) (221): - Text-Oriented Formats: - Position Descriptions (221):- Role-Responsibility-Authority Form (221):Networking (222):Organizational Theory (222):Human Resource Plan (222): - Roles and Responsibilities: Role: Authority: Responsibility: Competency: - Project Organization Charts: - Staffing Management Plan: Staff Acquisition: Resource Calendars (Resource Histogram - Resource Leveling Strategy): Staff Release Plan: Training Needs: Recognition and Rewards: Compliance: Safety:Virtual Teams (228):Resource Calendars (229):Develop Project Team (229): - Interpersonal Skills (Soft Skills) (232):- Training (232):- Team-Building Activities (232): - Five Stages of Teams Development Theory (233): - Forming- Storming- Norming- Performing- Adjourning - Ground Rules (233): - Co-location (234): Virtual Teams (234): - Recognition and Rewards (234): Win-Lose Rewards (Zero-Sum):Team Performance Assessments (235): - Agreed-Upon Project Objectives:- Performance on Project Schedule:- Performance on Budget:Manage Project Team (236): - Communication: - Conflict Management: - Negotiation: - Leadership:Performance Reports (238):General Techniques for Resolving Conflict (240): - Withdrawing / Avoiding:- Smoothing / Accommodating:- Compromising: - Forcing (Win-Lose):- Collaborating (Consensus):- Confronting / Problem Solving (Open Dialogue):Issue Log (240):Interpersonal Skills (240): - Leadership: - Influencing: - Effective Decision MakingCross Training (242):[Chapter 10 - Project Communications Management]Project Communications Management (243):Effective Communications (243):Project Communication Processes (243): a) Identify Stakeholders (246): Stakeholder Analysis Technique (248):1. Identify Potential Project Stakeholders (248):2. Identify and Classify Potential Impact and Support (249): - Power/Interest Grid- Power/Influence Grid - Influence/Impact Grid- Salience Model (Power/Urgency/Legitimacy)3. Asses Stakeholder Reaction/Respond (250): Stakeholder Register (250): - Identification Information - Assessment Information - Stakeholder Classification Stakeholder Management Strategy (251): Stakeholder Analysis Matrix (251): b) Plan Communications (251): Effective Communication (252): Communication Requirements Analysis (253):- Communication Channels/Paths: n * (n-1)/2 [n=number of channels] Communication Model (255): - Encode- Message and Feedback Message- Medium- Noise- Decode Communication Methods (256):- Interactive Communication- Push Communication- Pull Communication c) Distribute Information (258): Effective Information Distribution Techniques (258):- Sender-Receiver Models- Choice of Media- Writing Style- Meeting Management Techniques- Presentation Techniques- Facilitation Techniques Performance Reports (259): d) Manage Stakeholders Expectations (261): Issue Log or Action Item Log (263): Change Log (263): e) Report Performance (266): Performance Measurement Baseline (267): Tools and Techniques (268):- Variance Analysis (268):- Forecasting Methods (269): 1. Time Series Methods (269): - Earned Value- Moving Average- Extrapolation- Linear Prediction- Trend Estimation and Growth Curve. 2. Causal/Econometric Methods (269):- Regression Analysis- Linear Regression- Non-Linear Regression- Autoregressive Moving Average (ARMA)- Econometrics 3. Judgmental Methods (269):- Composite Forecasts- Surveys- Delphi Method- Scenario Building- Technology Forecasting- Forecast by Analogy Reporting System (270):Communications Potential Dimensions (245): - Internal/External- Formal/Informal- Vertical/Horizontal - Official/Unofficial- Written/Oral- Verbal/Non-VerbalCommunications Skills (245): - Active and Effective Listening- Questioning and Probing- Educating- Fact-Finding - Setting and Managing Expectations- Persuading- Negotiating- Resolving Conflict - Summarizing and Recapping (Identifying Next Steps)[Chapter 11 - Project Risk Management]Project Risk Management (273): a) Plan Risk Management (276): Risk Management Plan (279):- Methodology- Roles and Responsibilities- Budgeting- Timing- Risk Categories (Risk Breakdown Structure, RBS)- Definitions of Risk Probability and Impact- Probability and Impact Matrix- Revised Stakeholders Tolerance- Reporting Formats- Tracking b) Identify Risks (282): Risks Identification (282):- Risk Management Plan- Activity Costs Estimates- Activity Duration Estimates- Scope Baseline- Stakeholder Register- Cost Management Plan- Schedule Management Plan- Quality Management Plan- Project Documents- Enterprise Environment Facts- Organizational Process Assets Information Gathering Techniques (286):- Brainstorming - Delphi Techniques - Interviewing - Root Cause Analysis Diagraming Techniques (287):- Cause and Effect Diagrams (Ishikawa / Fishbone Diagrams)- System or Process Flow Chart- Influence Diagrams Risk Register (288):- List of Identified Risks- List of Potential Responses c) Perform Qualitative Risk Analysis (289): Risk Probability and Risk Impact Assessment (291): Probability and Impact Matrix (291): Risk Severity Rating (293): Relative Ranking or Priority List of Project Risks (294): Watch-list of Low-priority Risks (294): d) Perform Quantitative Risk Analysis (294): Data Gathering and Representation Techniques (296):- Interviewing (296):- Probability Distributions (297): Modeling Techniques (298):- Sensitivity Analysis (Tornado Diagram) (298):- Expected Monetary Value Analysis (EMV) (Decision Tree Analysis) (298):- Modeling and Simulation (Monte Carlo Technique) (299):- Expert Judgment (300): e) Plan risk Responses (301): Risk Response Owner (301): Risk Register (302): Risk Management Plan (302): Secondary Risks (303): Contingency Reserve (303): Strategies for Negative Risks or Threats (303):- Avoid- Transfer- Mitigate- Accept (Active / Passive). Strategies for Positive Risks or Opportunities (304):- Exploit- Share- Enhance- Accept Fallback Plan (306): Residual Risks (306): Assumption Log (307): f) Monitor and Control Risks (308): Risk Reassessment (310): Risk Audits (310): Variance and Trend Analysis (310): Reserve Analysis (311): Recommended Corrective Actions (312):- Contingency Plans- Workarounds Recommended Preventive Actions (312):[Chapter 12 - Project Procurement Management]Project Procurement Management (313):Contract Management (313):Contract / Agreement / Understanding / Subcontract / Purchase Order (315):Cycle of a Contract (315):Contractor / Subcontractor / Vendor / Service Provider / Supplier (316):Client / Customer / Prime Contractor / Contractor / Acquiring Organization / Requestor / Purchaser (316): a) Plan Procurements (316):Make-Or-Buy decision (317):Teaming Agreements (319):Activity Costs Estimates (320):Make-Or-Buy Analysis (321):Contract Types: 1. Fixed-Price Contracts:- Firm Fixed Price Contracts (FFP) (322):- Fixed Price Incentive Fee Contracts (FPIF) (322):- Fixed Price with Economic Price Adjustment (FP-EPA) (323): 2. Cost-Reimbursable Contracts:- Cost Plus Fixed Fee Contract (CPFF) (323):- Cost Plus Incentive Fee Contracts (CPIF) (323):- Cost Plus Award Fee Contract (CPAF) (324): 3. Time and Material Contracts (324):Procurement Management Plan (324):Procurement Statement of Work (SOW) (325):Procurement Documents (Bid, Tender, Quotation, Proposal): - Request For Information (RFI) (326)- Invitation For Bid (IFB) (326) - Request for Proposal (RFP) (326)- Request For Quotation (RFQ) (326)Source Selection Criteria (327): b) Conduct Procurements (328):Bidder Conferences / Contractor Conferences / Vendor Conferences / Pre-Bid Conferences (331):Contract (333):Alternative Dispute Resolution (ADR) (334): c) Administer Procurements (335):Contested Changes / Potential Constructive Changes / Claims / Disputes / Appeals (339): d) Close Procurements (341):Early Termination (342):