It is WBS and NOT Scope statement that represents the project & product work including project management work
Statement of Work (SOW) contains high level information of the project deliverables
Project Scope Statement contains more details of the deliverables plus assumptions and constraints
Following documents need to be developed in sequence:
Project Statement of Work (SOW) – documenting the very first ideas for the project
Project Charter – formally authorising the project and project manager (= SOW + Business Case + Contract)
Project Scope Statement – when the project manager is collecting requirements and defining scope
Scope baseline are:
- it is the approved version of the Project scope statement, WBS, and WBS dictionary.
- and can be changed only through formal change control procedures.
Variance analysis - Control Scope
Variance & Trend Analysis - Monitor and Control Risk
Internal team works on Control Quality, while an external source (the customer or sponsor) must Validate Scope.
Configuration mgt. vs. Change mgt. -->
- A Change Management Plan documents how changes will be monitored and controlled. The plan defines the process for managing change on the project.
- A Configuration Management plan documents how configuration management will be performed. It defines those items that are configurable, those that require formal change control, and the process for controlling changes to such items.
- Basically, a Change Management Plan is a generic plan that guides the Project Manager in terms of making any kind of change on the project, specially the ones that can impact the baselines (scope, time, cost baselines), whereas, a Configuration Management Plan only guides you in making changes which are specific to the Product Configuration.
- The change management plan oversees how any change to the “process” should be done. The configuration management oversees how any change to the “product” should be done.
Performance Measurement Baseline -->
- Each of the triple constraints (time, cost, scope) have a baseline, which is established as part of the overall project management plan. These three baselines put together are called the Performance Measurement Baseline.
- Once the baseline is created and signed off, it is not easy to change it. It can be changed, but the change must be approved by the change control board or the customer.
Closing Process Group key Activities:
Complete Contract closures – this area may need to be done multiple times for each contract. No project can be closed without the contracts being closed first.
Confirm Work is done to requirements – Verify product scope requirements – without which you can’t get the project signed-off by the customers.
Gain Formal Acceptance from the key stakeholders.
Final Performance reporting to be submitted.
Index and Archive records so that any thing can be found easily, and quickly.
Document Lessons Learned on this project, so you and other project managers can benefit from them, and do not have to start from scratch.
Hand off completed product to the customer or stakeholder.
Release resources back to Functional Managers. On the PMP exam, always assume that you are working in a Strong Matrix organization, unless the PMP exam question states other type of organization structure explicitly.
The Close Project or Phase process must be completed formally before the project can be considered closed.
Contract Closure (Close Procurements) and Administrative Closure (Close Project or Phase)
Administrative Closure:
This is the final completion and closure of the project. Part of the Integration Management knowledge area, the Close Project or Phase process is done when all the work has been verified, delivered, and accepted by the customer. All open issues have been raised, and finalized (come to a conclusion and closure).
The contracting parties – buyer and the seller both agree that the seller has completed the work stipulated in the contract, and the buyer has accepted it.
Contract Closure:
A contract is closed upon reaching the end of the contract, or when a contract is terminated before he work is completed (usually by the buyer – if the work is no longer required, or if the work performed is not acceptable due to quality or other reasons). The seller may still need to be compensated for the work completed, as goverend by the clauses in the contract.
In multi-phase projects, Close Procurements closes the appropriate contract(s) for that phase of the project. Thus, the Close Procurements process may be repeated many times in a project.
Unresolved claims may be subject to litigation after Close Procurements is completed. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion in the final project files – Output of Close Procurements.
Key Difference:
Procurement Closure or Contract Closure is done before the project can be closed completely.
Procurement Closure may be done multiple times ( once for each contract) during the lifecycle of a project.
Administrative Closure is only done once per phase, or for the entire project. Project closure is not complete without procurement closure.
Product acceptance is carried out using the Close Project or Phase process.
The contracts are closed using the Close Procurement process.
- The Sponsor was the one who sactioned the project, so he/she must be the one to formally accept and close the project.
Motivation Theories: http://www.dummies.com/careers/project-management/pmp-certification/motivation-theories-you-should-know-for-the-pmp-certification-exam/
THEORY X AND THEORY Y - Douglas McGregor
MOTIVATION-HYGIENE THEORY - Frederick Herzberg
MASLOW’S HIERARCHY OF NEEDS
ERG THEORY - Similar to Maslow’s Hierarchy of Needs - Existence, Relatedness, and Growth needs.
MCCLELLAND’S THEORY OF NEEDS - David McClelland - power, achievement, or affiliation
VROOM’S EXPECTANCY THEORY - Victor Vroom; Employees are motivated when they believe the following:Effort --> Job Performance --> Rewards
Multi-criteria decision analysis is one of the tools and techniques for the PMI process to acquire project team. Multiple factors are organized, possibly in a decision matrix, in order to evaluate the options. The various factors can be weighted to score the choices or a more qualitative evaluation can be made.
- When used as a technique for acquiring the project team, some of the selection criteria suggested in the PMBOK are availability, cost, experience, ability, knowledge, skills, attitude, and international factors.
- Multi-criteria decision analysis is only listed explicitly as a technique for one process (acquire project team), it is also listed as one of the group creativity techniques for collect requirements.
Statement of Work (SOW) contains high level information of the project deliverables
Project Scope Statement contains more details of the deliverables plus assumptions and constraints
Following documents need to be developed in sequence:
Project Statement of Work (SOW) – documenting the very first ideas for the project
Project Charter – formally authorising the project and project manager (= SOW + Business Case + Contract)
Project Scope Statement – when the project manager is collecting requirements and defining scope
Scope baseline are:
- it is the approved version of the Project scope statement, WBS, and WBS dictionary.
- and can be changed only through formal change control procedures.
Variance analysis - Control Scope
Variance & Trend Analysis - Monitor and Control Risk
Internal team works on Control Quality, while an external source (the customer or sponsor) must Validate Scope.
Configuration mgt. vs. Change mgt. -->
- A Change Management Plan documents how changes will be monitored and controlled. The plan defines the process for managing change on the project.
- A Configuration Management plan documents how configuration management will be performed. It defines those items that are configurable, those that require formal change control, and the process for controlling changes to such items.
- Basically, a Change Management Plan is a generic plan that guides the Project Manager in terms of making any kind of change on the project, specially the ones that can impact the baselines (scope, time, cost baselines), whereas, a Configuration Management Plan only guides you in making changes which are specific to the Product Configuration.
- The change management plan oversees how any change to the “process” should be done. The configuration management oversees how any change to the “product” should be done.
Performance Measurement Baseline -->
- Each of the triple constraints (time, cost, scope) have a baseline, which is established as part of the overall project management plan. These three baselines put together are called the Performance Measurement Baseline.
- Once the baseline is created and signed off, it is not easy to change it. It can be changed, but the change must be approved by the change control board or the customer.
Closing Process Group key Activities:
Complete Contract closures – this area may need to be done multiple times for each contract. No project can be closed without the contracts being closed first.
Confirm Work is done to requirements – Verify product scope requirements – without which you can’t get the project signed-off by the customers.
Gain Formal Acceptance from the key stakeholders.
Final Performance reporting to be submitted.
Index and Archive records so that any thing can be found easily, and quickly.
Document Lessons Learned on this project, so you and other project managers can benefit from them, and do not have to start from scratch.
Hand off completed product to the customer or stakeholder.
Release resources back to Functional Managers. On the PMP exam, always assume that you are working in a Strong Matrix organization, unless the PMP exam question states other type of organization structure explicitly.
The Close Project or Phase process must be completed formally before the project can be considered closed.
Contract Closure (Close Procurements) and Administrative Closure (Close Project or Phase)
Administrative Closure:
This is the final completion and closure of the project. Part of the Integration Management knowledge area, the Close Project or Phase process is done when all the work has been verified, delivered, and accepted by the customer. All open issues have been raised, and finalized (come to a conclusion and closure).
The contracting parties – buyer and the seller both agree that the seller has completed the work stipulated in the contract, and the buyer has accepted it.
Contract Closure:
A contract is closed upon reaching the end of the contract, or when a contract is terminated before he work is completed (usually by the buyer – if the work is no longer required, or if the work performed is not acceptable due to quality or other reasons). The seller may still need to be compensated for the work completed, as goverend by the clauses in the contract.
In multi-phase projects, Close Procurements closes the appropriate contract(s) for that phase of the project. Thus, the Close Procurements process may be repeated many times in a project.
Unresolved claims may be subject to litigation after Close Procurements is completed. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion in the final project files – Output of Close Procurements.
Key Difference:
Procurement Closure or Contract Closure is done before the project can be closed completely.
Procurement Closure may be done multiple times ( once for each contract) during the lifecycle of a project.
Administrative Closure is only done once per phase, or for the entire project. Project closure is not complete without procurement closure.
Product acceptance is carried out using the Close Project or Phase process.
The contracts are closed using the Close Procurement process.
- The Sponsor was the one who sactioned the project, so he/she must be the one to formally accept and close the project.
Motivation Theories: http://www.dummies.com/careers/project-management/pmp-certification/motivation-theories-you-should-know-for-the-pmp-certification-exam/
THEORY X AND THEORY Y - Douglas McGregor
MOTIVATION-HYGIENE THEORY - Frederick Herzberg
MASLOW’S HIERARCHY OF NEEDS
ERG THEORY - Similar to Maslow’s Hierarchy of Needs - Existence, Relatedness, and Growth needs.
MCCLELLAND’S THEORY OF NEEDS - David McClelland - power, achievement, or affiliation
VROOM’S EXPECTANCY THEORY - Victor Vroom; Employees are motivated when they believe the following:Effort --> Job Performance --> Rewards
Multi-criteria decision analysis is one of the tools and techniques for the PMI process to acquire project team. Multiple factors are organized, possibly in a decision matrix, in order to evaluate the options. The various factors can be weighted to score the choices or a more qualitative evaluation can be made.
- When used as a technique for acquiring the project team, some of the selection criteria suggested in the PMBOK are availability, cost, experience, ability, knowledge, skills, attitude, and international factors.
- Multi-criteria decision analysis is only listed explicitly as a technique for one process (acquire project team), it is also listed as one of the group creativity techniques for collect requirements.
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