Upload
avenew-indonesia
View
143
Download
0
Tags:
Embed Size (px)
Citation preview
2014 © Avenew Indonesia Module #01 CAPM Exam Overview
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Project is a temporary endeavor undertaken to create a unique product or services
• Characteristics of Project: – Time-limited (it has a definite beginning and end) – Unique (it has not been attempted before by this
organization). – Comprised of interrelated activities. – Undertaken for a purpose (it will yield a specific
product, service, or result).
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Developing a new product, service, or result; • Effecting a change in the structure, processes, staffing, or style
of an organization; • Developing or acquiring a new or modified information system
(hardware or software); • Conducting a research effort whose outcome will be apply
recorded; • Constructing a building, industrial plant, or infrastructure; or • Implementing, improving, or enhancing existing business
processes and procedure
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
PROJECTS OPERATIONS
Temporary in nature On-going process
Has a definite start and end date Does not have an end date
Progressively elaborated (determined incrementally and continually refined and worked out in detail as the project progresses)
Continous and repetitious
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project
• ART – intuitive genius is essential • SCIENCE – all factors can be predicted (status
check), review the plan, move forward!
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Constraints
B
F
C
D
A Scope
Quality
Schedule
Resources
Budget
E Risks
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Programs is defined as a group of related projects, subprograms, and program activities managed in coordinated way to obtain benefits not available from managing individually
• Program management is the application of knowledge, skills, tools, and techniques to a program in order to meet the program requirements and to obtain benefits and control not available by managing project individually
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• A Portfolio refers to a collection of projects, programs, sub portfolios, and operations managed as a group to achieve strategic objectives
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Project-Based Organizations refer to various organization forms that create temporary systems for carrying out their work.
Functional
Matrix
Projectized
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Functional Weak Balanced Strong
Matrix
Less Formal Authority
More Formal Authority
Functional Manager Stronger
Power Shared Between Project & Functional Manager
Project Manager Stronger
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Organization Structure
Project Characteristics
Functional Matrix
Projectized Weak Balanced Strong
Project Manager’s Authority Little or None Low Low to
Moderate Moderate to
High High to Almost
Total
Resource Availability Little or None Low Low to
Moderate Moderate to
High High to Almost
Total
Who manages the project budget
Functional Manager
Functional Manager Mixed Project
Manager Project
Manager
Project Manager’s Role Part-time Part-time Full-time Full-time Full-time
Project Management Administrative Staff
Part-time Part-time Part-time Full-time Full-time
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Responsible for managing the project • Must have authority and accountability • Able to deal with conflicts • Integrate the project components • Accountable for the project failure • Understand professional responsibility • Lead and direct the project planning efforts • Assists the team and stakeholders during project execution • Control the project by measuring performance
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Is the person paying for the project • May be internal or external to the company • In some organizations the sponsor is called the project champion • The sponsor and the customer may be the same person, although the
usual distinction is that the sponsor is internal to the performing organization and the customer is external
• May provide valuable input on the project, such as due dates and other milestones, important product features, and constraints and assumptions.
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• In some organizations, Project Manager does not exist and use Project Coordinator
• Are usually found in weak matrix or functional organizations
• Are weaker than a Project Manager • Have power to make some decisions and have some
authority • Report to a higher-level manager
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• The weakest of the three project management roles • Act primarily as a staff assistant and communication coordinator • Have little or no formal authority • Report to the executive who ultimately has responsibility for the
project • Cannot personally make or enforce decision • Are usually found in a functional organization or weak matrix
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• As anyone more senior than the project manager • Is to help prioritize projects • Makes sure the project manager has the proper authority
and access to resources • Issues strategic plans and goals and makes sure that the
company's projects are aligned with them • May be called upon to resolve conflicts within the
organization
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Is the departmental manager in most organizational structures, such as the manager of engineering, director of marketing or information technology manager
• Usually "owns" the resources that are loaned to the project, and has human resources responsibilities for them
• May be asked to approve the overall project plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Plans
Processes
Policies
Procedures
Knowledge bases
OPA Specific to and used by the performing
organiza7on
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Corporate Knowledge Base § Configura7on management knowledgebase § Financial databases § Historical informa7on & lesson learned
knowledge bases § Issue & defect management databases § Process management databases § Project files from previous projects
Processes and Procedures § Guidelines & criteria for standard processes &
procedures § Policies, product & project life cycles, and
quality polices & procedures § Templates § Procedures in execu7ng, monitoring &
controlling process, i.e. change control, financial, issue & defect, communica7on, risks, etc.
§ Project closure guidelines or requirements
OPA’s categories
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Refers to conditions, not under the control of the project team, that influence, constrain, or direct the project
Infrastructure
Government or industry standards
Poli7cal climate
Marketplace condi7on
Exis7ng human resources
Organiza7onal culture, structure, and governance
EFF
Stakeholder risk tolerances
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Individuals who are involved in the project or whose interest may be positively or negatively affected as a result of the execution or completion of the project.
Sponsor
Customers & users
Sellers
Business partners
Organiza7onal groups
Func7onal managers
Project team
Other stakeholders
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Project can be divided into phases to provide better management control with appropriate links to the on-going operation
• Characteristic – Phases are generally sequential and are usually defined by some
form of technical information transfer or technical component hands-off
– Cost and staffing levels are low at start, peak during the intermediate phases, and drop rapidly as the project is closing
• The phases of project life cycle are not the same as the Project Management process group
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• A project life cycle is a collection of project phases • Project phases are a collection of logically related
project activities, usually culminating in the completion of a major deliverable.
• Project phases are mainly completed sequentially, but can overlap in some project situations.
Conceptual Planning Construction Testing Implementation Closure
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project life cycle:
§ Phases within one project may be overlapping
§ Typically one project phase does not last more than 6 months
§ Project phases may be repeated during project
§ Project phases may not be sequential
Product life cycle:
§ Phases are non-overlapping
§ May last for several years § Each phase occurs only
once § Phases are sequential
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Initiating Process – Processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or phase
• Planning Process – Processes required to establish the project scope, refine the
objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve
• Executing Process – Processes performed to complete the work defined in the Project
Management Plan to satisfy the project specification
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Monitoring and Controlling Process – Processes required to track, review, and regulate the project
progress and preformance; identify any areas in which changes to the plan are required; and initiate to corresponding changes (corrective action)
• Closing Process – Processes performed to finalize all activies across all Project
Management Process Group to formally close the project or phase
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• COMPLETE THE WORK
• POST IMPLEMEN-TATION REVIEW
• DETAILED PLANNING
• PROJECT DEFINITION
INITIATING PLANNING
EXECUTING CLOSING
MONITORING & CONTROLLING
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Time Cost
Scope
Qua
lity
Ris
k
Hum
an R
esou
rce
Com
mun
icat
ion
Procurement
Integration
Stak
ehol
der
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Knowledge Areas
Project Management Process Group
Ini9a9on Planning Execu9ng Monitoring & Controlling Closing
Project Integra9on Management
§ Develop Project Charter
§ Develop Project Management Plan
§ Direct and Manage Project Execu9on
§ Monitor and Control Project Work
§ Perform Integrated Change Control
§ Close Project or Phase
Project Scope Management
§ Plan Scope Management
§ Collect Requirements
§ Define Scope § Create WBS
§ `Validate Scope § Control Scope
Project Time Management
§ Plan Schedule Management
§ Define Ac9vi9es § Sequence Ac9vi9es § Es9mate Ac9vity
Resources § Es9mate Ac9vity
Dura9ons § Develop Schedule
§ Control Schedule
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Knowledge Area Project Management Process Group
Ini9a9on Planning Execu9ng Monitoring & Controlling Closing
Project Cost Management
§ Plan Cost Management
§ Es9mate Costs § Determine Budget
§ Control Costs
Project Quality Management
§ Plan Quality Management
§ Perform Quality Assurance
§ Control Quality
Project Human Resources Management
§ Plan Human Resource Management
§ Acquire Project Team
§ Develop Project Team
§ Manage Project Team
Project Communica9on Management
§ Plan Communica9ons Management
§ Manage Communica9ons
§ Control Communica9ons
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Knowledge Area Project Management Process Group
Ini9a9on Planning Execu9ng Monitoring & Controlling Closing
Project Risk Management
§ Plan Risk Management
§ Iden9fy Risks § Perform Qualita9ve
Risk Analysis § Perform
Quan9ta9ve Risk Analysis
§ Plan Risk Responses
§ Control Risks
Project Procurement Management
§ Plan Procurement Management
§ Conduct Procurements
§ Control Procurements
§ Close Procurements
Project Stakeholder Management
§ Iden9fy Stakeholders
§ Plan Stakeholder Management
§ Manage Stakeholders Engagement
§ Control Stakeholders Engagement
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and Project Management activities within Project Management Process Groups
Integration includes characteristics of unification, consolidation, communication, and integrative actions that crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and Project Management activities within Project Management Process Groups
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Develop Project Charter The process of developing a document that formally authorizes a project or a phase and documenting intial requirements that satisfy the stakeholders need and expectation
The Key Benefit: A well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Constraint – Factor that will limit the Project Team’s option – Applicable restriction that will affect project
performance • Assumption
– Factors that, for planning purposes, are considered to be true, real, or certain
– Assumption generally involves a degree of risk
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Project Charter is a document that formally recognizes the existance the existance of a project.
• It is signed by the performing organization’s senior management
• It clearly establishes the Project Manage’s right to make decisions, lead the projects and allocate resources in project activities
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• It should include a high-level milestone view of the project schedule
• It is high-level document that does not include project details
• It includes a summary-level preliminary project budget
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Develop Project Management Plan - the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.
INPUTS
• Project Charter • Outputs from
Planning Processes • Enterprise
Enviromental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Expert judgment • Facilitation
techniques
OUTPUTS
• Project Management Plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• A formal and approved document that defines how the project is executed, monitored and controlled. It may be in a form of an executive summary or a detailed document, and it may compose one or more subsidiary management plans and other planning documents
• Baseline: the original Project Plan with approved changes. It is used to monitor project progress and forecast the project final cost and schedule
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project plan is used to: • Guide project execution • Document project planning assumption • Document project planning decision based on the selected
alternatives • Facilitate communication among stakeholders • Define key management review • Provide a baseline for progress measurement and project
control
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Direct & Manage Project Work - the process of leading and performing the work defined in the Project Management Plan to achieve project’s objectives.
INPUTS
• Project Management Plan
• Approved Change Requests
• Enterprise Enviromental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Expert judgment • Project
Management Information Systems
• Meetings
OUTPUTS
• Deliverables • Work Performance
Data • Change Request • Project
Management Plan Updates
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• These activities include, but are not limited to: – Perform acitivites to accomplish project requirements – Create project deliverables – Staff, train and manage the team members assigned to the project – Obtain, manage, and use resources including materials, tools,
equipment, and facilities – Implement the planned methods and standards – Generate project data (cost, schedule, technical & quality process,
status to facilitate forecasting)
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Deliverables – The most important output – Any product, service, or result that must be completed
in order to finish the project • Work Performance Information
– The second most important – The information on the status of deliverables – Is used by several other process – Report on how far along a deliverable is and how it is
tracking against the plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Monitor & Control Project Work - the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the Project Management Plan
INPUTS
• Project Management Plan • Schedule Forecasts • Cost Forecasts • Validated Changes • Work Performance Information • Enterprise Enviromental Factors • Organizational Process Assets
TOOLS & TECHNIQUES
• Expert judgment • Analytical
Techniques • Project
Management Information System
• Meetings
OUTPUTS
• Change Request • Work Performance
Reports • Project
Management Plan Updates
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• All monitoring and controlling processes fulfill a sort of oversight role on the project.
• Comparing the work results to the plan and make whatever adjustments are necessary to ensure that they match and that any necessary changes in the work or the plan are identified and made.
• Monitoring all project information to ensure that risks are being identified and managed properly and to make sure that performance is on track.
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Perform Integrated Change Control – The process of reviewing all change request, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and project Management Plan
INPUTS
• Project Management Plan
• Work Performance Reports
• Change Requests • Enterprise
Enviromental Factors • Organizational
Process Assets
TOOLS & TECHNIQUES
• Expert judgment • Change Control
Tools • Meetings
OUTPUTS
• Approved Change Requests
• Change Log • Project
Management Plan Updates
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• The process of finalizing all activities across Project Management Process Groups to formally complete the project or phase
INPUTS
• Project Management Plan
• Accepted Deliverables
• Organizational Process Assets
TOOLS & TECHNIQUES
• Expert judgment • Analytical
Techniques • Meetings
OUTPUTS
• Final products, services or result transition
• Organizational Process Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Includes all administrative closure activities necessary to close the project or phase: – To confirm that the project or phase has met all stakeholders’
requirements – To verify that all deliverables have been achieved and accepted – To satisfy the project or phase completion or exit criteria – To transfer the products or services to the next phase (production
and/or operation) – To collect project or phase record – To audit project success or failure – To gather project Lesson Learned – To archive project information for future use
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully
Collect Requirements
Define Scope
Create WBS Validate Scope Control Scope
PLANNING
MONITORING & CONTROLING
Plan Scope Management
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Scope Management – Creating a scope management plan that documents how the project scope will be defined, validated, and controlled
INPUTS
• Project management plan
• Project Charter • Enterprise
environmental factors • Organizational process
assets
TOOLS & TECHNIQUES
• Expert judgement • Meetings
OUTPUTS
• Scope management plan
• Requirements management plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Collect Requirement – the process of determining, documenting, and managing stakeholders’ needs and requirements to meet project objectives
INPUTS
• Scope management plan
• Requirements management plan
• Stakeholder management plan
• Project Charter • Stakeholder Register
TOOLS & TECHNIQUES
• Interviews • Focus Groups • Facilitated Workshops • Group Creativity Techniques • Group Desicion Making Techniques • Questionnaires and Surveys • Observations • Prototypes • Benchmaring • Context Diagram • Document Analysis
OUTPUTS
• Requirements Documentation
• Requirements Traceability Matrix
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Define Scope – the process of developing a detailed description of project and product
INPUTS
• Scope Management Plan
• Project Charter • Requirements
Documentation • Organizational Process
Assets
TOOLS & TECHNIQUES
• Expert judgment • Product Analysis • Alternatives generation • Facilitated Workshops
OUTPUTS
• Project Scope Statement
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Contains many details pertaining to the project and product deliverables, including: – The goals of the project – The product description – The requirements for the project – The constrains and assumptions – The identified risks related to the scope
• Output from Scope Planning • A basis to keep the project on track
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Create Work Breakdown Structure – the process of subdividing project deliverables and project work into smaller and more manageable components. WBS provides a structured vision of what has to be delivered
INPUTS
• Scope Management Plan • Project Scope Statement • Requirements
Documentation • Enterprise
Environmental Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Decomposition • Expert Judgment
OUTPUTS
• Scope Baseline • Project Document
Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• “deliverable-oriented hierarchical decomposition of the total scope of work to be carried out by project team to accomplish project objectives and create required deliverables”
• Work not included in WBS is not within project scope
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• A baseline (whether for scope, schedule, cost, or quality) is the original plan plus all approved changes
• The approved version of scope statement, WBS, and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison à original plan + approved changes
• Represents the combination of the project scope statement, the WBS, and the WBS dictionary
• It is placed under control • Changes to the scope are made according to the
scope management plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Is a deliverable-oriented groups of project components that organize and define the total project scope
• Work that are not in the WBS is outside the project scope • Normally presented in a chart form • The item at the lowest level of WBS is referred to as work
packages • It is a communication tool among stakeholders
WBS is used for staffing, estimating, identifying risk, network diagramming (schedule)
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• The work package can not be easily decomposed any further
• The work package is small enough to be estimated for time (effort)
• The work package is small enough to be estimated for cost
• The work package may be assigned to a single person
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Validate Scope – the process of formalizing acceptance of the completed project deliverables. It brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each variable
INPUTS
• Project Mangement Plan
• Requirements Documentation
• Requirement Traceability Matrix
• Verified Deliverables • Work Performance
Data
TOOLS & TECHNIQUES
• Inspection • Group Decision-Making
Techniques
OUTPUTS
• Accepted Deliverables • Change Requests • Work Performance
Information • Project Document
Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Control Scope – the process of monitoring project status, product scope, and managing changes to the scope baseline
INPUTS
• Project Management Plan
• Requirements Documentation
• Requirements Traceability Matrix
• Work Performance Data
• Organizational Process Assets
TOOLS & TECHNIQUES
• Variance Analysis
OUTPUTS
• Work Performance Information
• Change Requests • Project Management
Plan Updates • Project Document
Updates • Organizational Process
Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Time Management includes the processes required to accomplish timely completion of the project.
Define Activities
Control Schedule
Planning
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
Plan Schedule Management
Monitoring & Controlling
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Schedule Management – the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing and controlling the projet schedule.
INPUTS
• Project Management Plan
• Project Charter • Enterprise
Environmental Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Expert judgment • Analytical Techniques • Meetings
OUTPUTS
• Schedule Management Plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Define Activities – the process of identifying spesific actions to be performed to result project deliverables
INPUTS
• Schedule Management Plan
• Scope Baseline • Enterprise
Environmental Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Decomposition • Rolling Wave Planning • Expert judgment
OUTPUTS
• Activity List • Activity Attributes • Milestone List
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Sequence Activities – the process of identifying and documenting relationship among activities
INPUTS
• Schedule Management Plan
• Activity List • Activity Attributes • Milestone List • Project Scope
Statement • Enterprise
Environmental Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Precendence Diagramming Method (PDM)
• Dependency Determination
• Leeds and Lags
OUTPUTS
• Project Schedule Network Diagrams
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Creates a graphical representation of the schedule activities in the order in which they must be performed on the project
• Activit ies are represented by the nodes (rectangles), with arrows representing the dependencies that exist between the activities
121 Ini9al Design 10 days
A120 DraQ Drawing 20 days
A130 Run Simula9on 15 days
121 Finish Design 10 days
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Activities are represented by the nodes (rectangles), with arrows representing the dependencies that exist between the activities.
• Four types of relantionship between task: – FS = Finish to Start The initiation of successor work depends upon the completion of predecessor work
– SS = Start to Start The initiation of successor work depends upon the initiation of predecessor work
– FF = Finish to Finish The completion of successor work depends upon the completion of predecessor work
– SF = Start to Finish The completion of successor work depends upon the initiation of predecessor work
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• The activities are represented on the arrows, with the nodes being connecting points
A 10
A 20
A 50
A 30
A 40
A 60
Ini9al Design
DraQ Drawing
Run Simula9on
Final Design 10 Days
20 Days
15 Days
10 Days
NODE 1 NODE 2 DUMMY
NO DURATION
NODE 1 NODE 2 ACTIVITY
DURATION
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Estimate Activity Resources – the process of estimating the type and quantities of material, people, equipment, and supplies required to perform each schedulled activity
INPUTS
• Schedule Management Plan • Activity List • Activity Attributes • Resource Calendars • Risk Register • Activity Cost Estimates • Enterprise Environmental
Factors • Organizational Process Assets
TOOLS & TECHNIQUES
• Expert Judgment • Alternatives Analysis • Published Estimating
Data • Bottom-up Estimating • Project Management
Software
OUTPUTS
• Activity Resources Requirements
• Resource Breakdown Structure
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Estimate Activity Duration – the process of estimating number of work periods to complete individual activity with estimated resources
INPUTS
• Schedule Management Plan • Activity List • Activity Attributes • Activity Resource Requirements • Resource Calendars • Project Scope Statement • Risk Register • Resource Breakdown Structure • Enterprise Environmental
Factors • Organizational Process Assets
TOOLS & TECHNIQUES
• Expert judgment • Analogous Estimating • Parametric Estimating • Three-point Estimates • Reserve Analysis
OUTPUTS
• Activity Duration Estimates
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Develop Schedule – the process of analyzing activity sequences, duration, resource requirements, and schedule constraints to create project schedule
INPUTS
• Schedule Management Plan • Activity List • Activity Attributes • Project Schedule Network Diagrams • Activity Resources Requirements • Resource Calendars • Activity Duratin Estimates • Project Scope Statement • Risk Register • Project Staff Assignments • Resource Breakdown Structure • Enterprise Environmental Factors • Organizational Process Assets
TOOLS & TECHNIQUES
• Schedule Network Analysis • Critical Path Method • Critical Chain Mathod • Resource Levelling • What-if Scenario Analysis • Applying leads and legs • Schedule Compression • Scheduling Tool
OUTPUTS
• Project Schedule • Schedule Baseline • Schedule Date • Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• A project’s critical path is the combination of activities that, if any are delayed, will delay the project’s finish
• Has three main purposes: – To calculate the project’s finish date – To identify how much individual activities in the
schedule can slip (or “float”) without delaying the project
– To identify the activities with the highest risk that cannot slip without changing the project finish date
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Control Schedule – the process of monitoring project status, updating project progress, and managing schedule changes
INPUTS
• Project Management Plan • Project Schedule • Work Performance Data • Project Calendars • Schedule Dtaa • Organizational Process
Assets
TOOLS & TECHNIQUES
• Performance Reviews • Project Management
Software • Resource Optimization
Techniques • Modeling Techniques • Leads and legs • Schedule Compression • Scheduling Tool
OUTPUTS
• Work Performance Information
• Schedule Forecasts • Change Requests • Project Management Plan
Updates • Project Documents Updates • Organizational Process
Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be
completed within the approved budget
Estimate Costs Control Cost
Planning Monitoring & Controlling
Plan Cost Management
Determine Budget
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Cost Management – the process that establishes the policies, procedures, and documenting for planning, managing, expending, and controlling project costs.
INPUTS
• Project Management Plan
• Project Charter • Enterprise Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Expert judgment • Analytical Techniques • Meetings
OUTPUTS
• Cost Management Plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Estimate Costs – the process of developing an estimate of monetary resources needed to complete project activities
INPUTS
• Cost Management Plan • Human Resource Plan • Scope Baseline • Project Schedule • Risk Register • Enterprise Environmental
Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Expert judgment • Analogous Estimating • Parametric Estimating • Bottom-up Estimating • Three-point Estimates • Reserve Analysis • Cost of Quality • Project Management
Software • Vendor Bid Analysis • Group decision-making
techniques
OUTPUTS
• Activity Cost Estimates • Basis of Estimates • Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Determine Budget – the process of aggregating the estimated cost of individual activities or work packages to establish an authorized cost baseline
INPUTS
• Cost Management Plan • Scope Baseline • Activity Cost Estimates • Basis of Estimates • Project Schedule • Resource Calendars • Agreements • Organizational Process
Assets
TOOLS & TECHNIQUES
• Cost Aggregation • Reserve Analysis • Expert judgment • Historical Relationships • Funding Limit
Reconciliation
OUTPUTS
• Cost Baseline • Project Funding
Requirements • Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• The cost performance baseline is an authorized time-phase budget used to measure, monitor, and control overall project cost performance
• It is the summary of approved budget by time period and is typically displayed in the S-Curve form
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
100%
0% Report Date
Cost Baseline
Under Budget
Actual Curve
Over Budget
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Control Cost – the process of developing an estimate of monetary resources needed to complete project activities
INPUTS
• Project Management Plan • Project Funding
Requirements • Work Performance Data • Organizational Process
Assets
TOOLS & TECHNIQUES
• Earned Value Management • Forecasting • To Complete Performance
Index (TCPI) • Performance Reviews • Project Management
Software • Reserve Analysis
OUTPUTS
• Work Performance Information
• Cost Forecasts • Change Requests • Project Management Plan
Updates • Project Document Updates • Organizational Process
Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy t h e n e e d s f o r w h i c h i t w a s u n d e r t a k e n
Plan Quality Management
Perform Quality Assurance
(Process Focus)
Control Quality (Product Focus)
Planning
Executing
Monitoring & Controlling
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• QUALITY is the totality of characteristic of an entity that bear the ability to satisfy the stated and implied needs
• GRADE is a category or rank given to entities that have similar functional use but in different requirement for quality
• LOW QUALITY is always a problem, but LOW GRADE is no necessary a problem
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Quality Management – the process of identifying quality requirement and/or standards for the project and product, and documenting the project compliance
INPUTS
• Project Management Plan • Stakeholder Register • Risk Register • Requirements
Documentation • Enterprise Environmental
Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Cost-Benefit Analysis • Cost of Quality • Seven Basic Quality Tools • Benchmarking • Design of Experiments • Statistical Sampling • Additional Quality Planning
Tools • Meetings
OUTPUTS
• Quality Management Plan • Process Improvement Plan • Quality Metrics • Quality Checklists • Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Perform Quality Assurance – the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standars and operational definitions are used
INPUTS
• Project Management Plan
• Process Improvement Plan
• Quality Metrics • Quality Control
Measurement • Project Documents
TOOLS & TECHNIQUES
• Quality Management and Control Tools
• Quality Audits • Process Analysis
OUTPUTS
• Change Requests • Project Management
Plan Updates • Project Document
Updates Organizational Process Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Perform Quality Control - the process of monitoring and recording results of executing quality management plan activities to asess performance and recommend necessary changes
INPUTS
• Project Management Plan • Quality Metrics • Quality Checklists • Work Performance Data • Approved Change Requests • Deliverables • Project Documents • Organizational Process
Assets
TOOLS & TECHNIQUES
• SevenBasic Quality Tools • Statistical Sampling • Inspection • Approved Changes
Requests Review
OUTPUTS
• Quality Control Measurements
• Validated Changes • Verified Deliverables • Work Performance
Information • Change Requests • Project Management Plan
Updates • Project Document Updates • Organizational Process
Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Human Resource Management includes the processes that organize, manage, and lead the project team. The project team is
comprised of people with assigned roles and responsibilities to complete the project.
Plan Human Resources
Management
Acquire Project Team
Develop Project Team
Planning Executing
Manage Project Team
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Human Resource Management – the process of identifying and documenting project roles, responsibilities, requires skills, reporting relationship, and creating the staffing management plan
INPUTS
• Project Management Plan
• Activity Resources Requirements
• Enterprise Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Organizational Charts and Position Descriptions
• Networking • Organizational
Theory • Expert Judgement • Meetings
OUTPUTS
• Human Resource Management Plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Acquire Project Team - the process of confirming human resource availability and obtaining the team required to complete project assignment
INPUTS
• Human Resource Management Plan
• Enterprise Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Pre-assignment • Negotiation • Acquisition • Virtual Teams • Multi-criteria
Decision Analysis
OUTPUTS
• Project Staff Assignments
• Resource Calendars • Project
Management Plan Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Develop Project Team - the process of improving the competencies, team interaction, and the overall team environment to enhance project performance
INPUTS
• Human Resource Management Plan
• Project Staff Assignments
• Resource Calendars
TOOLS & TECHNIQUES
• Interpersonal Skills • Training • Team-Building Activities • Ground Rules • Co-location • Recognition and
Rewards • Personnel Assessment
Tools
OUTPUTS
• Team Performance Assignments
• Enterprise Environmental Factors Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Manage Project Team - the process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance
• Is performed as long as there is a team on the project INPUTS
• Human Resource Management Plan
• Project Staff Assignments
• Team Performance Assessments
• Issue Log • Work Performance
Reports • Organizational
Process Assets
TOOLS & TECHNIQUES
• Observation and Conversation
• Project Performance Appraisals
• Conflict Management • Interpersonal Skills
OUTPUTS
• Change Requests • Project Management
Plan Updates • Project Documents
Updates • Enterprise
Environmental Factors Updates
• Organizational Process Assests Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Communication Management includes the processes required to ensure timely and appropriate generation, collection, distribution,
storage, retrieval, and ultimate disposition of project information
Plan Communications
Manageent
Manage Communications
Control Communications
Planning Executing Monitoring & Controlling
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Communication Management - the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets.
INPUTS
• Project Management Plan
• Stakeholder Register
• Enterprise Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Communication Requirements Analysis
• Communication Technology
• Communication Models
• Communication Methods
• Meetings
OUTPUTS
• Communications Management Plan
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Manage Communications - the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan.
INPUTS
• Communications Management Plan
• Work Performance Reports
• Enterprise Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Communication Technology
• Communication Models • Communication
Methods • Information
Management Systems • Performance
Reporting
OUTPUTS
• Project Communications
• Project Management Plan Updates
• Project Documents Updates
• Organizational Process Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Control Communications - the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.
INPUTS
• Project Management Plan
• Project Communications
• Work Performance Data
• Issue Log • Organizational
Process Assets
TOOLS & TECHNIQUES
• Information Management Systems
• Expert Judgement • Meetings
OUTPUTS
• Work Performance Information
• Change Requests • Project Management
Plan Updates • Project Documents
Updates • Organizational Process
Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Risks
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Risk has two characteristics: – Risk is related to an uncertain event – A risk may affect the project for good or
for bad • Project risk includes both threats to the
projects objectives and opportunities those objectives
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Plan Risk Management How to approach & plan risk management ac9vi9es
Identify Risks What could go wrong and what could be opportuni9es
Evaluate Risks Assessment & analysis the
consequences Respond Risks What can we do about it?
Control Risks How effec9ve risk responses and are there new risks occurred?
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Risk Management – the process of deciding how to approach and plan risk management activities in the project
INPUTS
• Project Management Plan
• Project Charter • Stakeholder Register • Enterprise
Environmental Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Analytical Techniques • Expert Judgement • Meetings
OUTPUTS
• Risk Management Plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Identify Risk - the process of determining which risks may affect the project and documenting their
INPUTS
• Risk Management Plan • Cost Management Plan • Schedule Management Plan • Quality Management Plan • Human Resource Management Plan • Scope Baseline • Activity Cost Estimates • Activity Durations Estimates • Stakeholder Register • Project Documents • Procurement Documents • Enterprise Environmental Factors • Organizational Process Assets
TOOLS & TECHNIQUES
• Documentation Reviews • Information Gathering
Techniques • Checklist Analysis • Assumption Analysis • Diagramming Techniques • SWOT Analysis • Expert judgment
OUTPUTS
• Risk Register
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• A document containing the results of qualitative risk analysis, quantitative risk analysis, and risk response planning
• Contains all details of identified risks, including descr ipt ion, category, cause, proposed responses, owners, and current status.
• Is a component of Project Management Plan
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Perform Qualitative Risk Analysis – the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurence and impact
INPUTS
• Risk Management Plan • Scope Baseline • Risk Register • Enterprise Environmen • Organizational Process
Assets
TOOLS & TECHNIQUES
• Risk Probability and Impact Assessment
• Probability and Impact Matrix
• Risk Data Quality Assessment
• Risk Categorization • Risk Urgency
Assessment • Expert judgment
OUTPUTS
• Project Documents Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Perform Quantitative Risk Analysis – the process of numerically analyzing the effect of identified risks on overall project objectives
INPUTS
• Risk Management Plan • Cost Management Plan • Schedule Management
Plan • Risk Register • Enterprise
Environmental Factors • Organizational Process
Assets
TOOLS & TECHNIQUES
• Data Gathering and Representation Techniques
• Quantitative Risk Analysis and Modeling Techniques
• Expert judgment
OUTPUTS
• Project Documents Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Risk Response – the process of developing options and actions to enhance or exploit opportunities and to reduce or eliminate threats to project objectives
INPUTS
• Risk Management Plan
• Risk Register
TOOLS & TECHNIQUES
• Strategies for Negative Risks or Threats
• Strategies for Positive Risks or Opportunities
• Contingent Response Strategies
• Expert judgment
OUTPUTS
• Project Management Plan Updates
• Project Document Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Negative Risk Response Strategies Positive Risk Response Strategies
AVOID (Eliminate the Cause)
TRANSFER (Find 3rd party to be
accountable or do work)
MITIGATE (Reduce probability and/or
impact)
EXPLOIT (Enable the Cause) CAUSE
OUTSOURCE
PROBABILITY & IMPACT
Negative or Positive Risk Response Strategies
ACCEPT (No actionable response)
Remove ac9vi9es or people
Ex: Insurance Fixed Price Contract
Ex: Training Prototype
Add ac9vi9es or people
Investors Partnering
Ex: Incen9ves
SHARE (Find 3rd party to support and
share in gain)
ENHANCE (Increase probability and/or
impact)
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
INPUTS
• Project Management Plan
• Risk Register • Work Performance
Data • Work Performance
Reports
TOOLS & TECHNIQUES
• Risk Reassessment • Risk Audits • Variance and Trend
Analysis • Technical Performance
Measurement • Reserve Analysis • Meetings
OUTPUTS
• Work Performance Information
• Change Requests • Project Management
Plan Updates • Project Document
Updates • Organizational Process
Assets Updates
• Monitor & Control Risk – the process of execu9ng risk response plan, tracking iden9fied risk, monitoring residual risks, iden9fying new risks, and evalua9ng risk process effec9veness throughout the project
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results
needed from outside the project team to perform the work
Plan Procurement Management
Conduct Procurements
Planning
Control Procurements
Close Procurements
Executing Closing Monitoring & Controlling
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Procurement – the process of documenting project purchase decision, the approach, and identifying potential sellers
INPUTS
• Project Management Plan • Requirements Documentation • Risk Register • Activity Resource Requirements
• Project Schedule • Activitiy Cost Estimates • Stakeholder Register • Enterprise Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Make-or-buy Analysis • Expert judgment • Market Research • Meetings
OUTPUTS
• Procurement Management Plan
• Procurement Statement of Work
• Procurement Documents • Source Selection Criteria • Make-or-buy Decision • Change Requests • Project Documents Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Fixed Price Contracts – A fixed total price for a well defined product – The risk is on the seller since any cost overruns
may not be passed to the buyer – Is very popular when the scope of works
thoroughly defined and completely known – Can be more expensive than cost reimbursable – Example: Building a house at a fixed price
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Cost Reimbursable Contracts – Payment to the seller for its actual cost – The risk is on the buyer – Often used when the buyer can only describe
what they need rather than what it can do – Simpler scope of work – Example: Building a house at cost reimbursable
price
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Time & Material – Hybrid type of contractual arrangement that contains
aspect of cost reimbursable and fixed price – The seller charges for time plus the cost of any
materials needed to complete the work – Form: contract is priced based on hourly or per item
basis and has an element of fixed price contract (price per hour) and cost reimbursable (material used and total cost is unknown)
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Type of contract Who bears the risk Explanation
Fixed Price Seller Since the price is fixed, cost overruns may not be passed on to the buyer and must be borne by the seller
Cost Plus Fixed Fee Buyer
Since all costs must be reimbursed to the seller, the buyer bears the risk of cost overruns
Time and Materials Buyer
The buyer pays the seller for all time and materials the seller applies to the project. The buyer bears the most risk of cost overruns
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Conduct Procurements – the process of obtaining seller responses, selecting a seller, and awarding a contract
INPUTS
• Procurement Management Plan
• Procurement Documents
• Source Selection Criteria
• Seller Proposals • Project Documents • Make-or-buy Decisions • Procurement
Statement of Work • Organizational Process
Assets
TOOLS & TECHNIQUES
• Bidder Conferences • Proposal Evaluation
Techniques • Independent Estimates • Expert judgment • Advertising • Analytical Techniques • Procurement
Negotiations
OUTPUTS
• Sellected Sellers • Agreements • Resource Calendars • Change Requests • Project Management
Plan Updates • Project Documents
Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Control Procurements – the process of managing procurement relat ionships, monitor ing contract performance, and making changes and corrections as needed
INPUTS
• Project Management Plan
• Procurement Documents
• Agreements • Approved Change
Request • Work Performance
Reports • Work Performance
Data
TOOLS & TECHNIQUES
• Contract Change Control System
• Procurement Performance Reviews
• Inspections and Audits • Performance
Reporting • Payment Systems • Claim Administration • Records Management
System
OUTPUTS
• Work Performance Information
• Change Requests • Project Management
Plan Updates • Procurement
Documents Updates • Organizational Process
Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Close Procurement - the process of completing each project procurement and accepted work (contract closure)
INPUTS
• Project Management Plan
• Project Documents
TOOLS & TECHNIQUES
• Procurement Audits • Procurement
Negotiations • Records
Management System
OUTPUTS
• Closed Procurements
• Organizational Process Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Project Stakeholder Management includes the processes required to: • identify the people, groups, or organizations that could
impact or be impacted by the project; • analyze stakeholder expectations and their impact on the
project, and; • develop appropriate management strategies for effectively
engaging stakeholders in project decisions and execution.
Identify Stakeholders
Plan Stakeholder Management
Initiating
Manage Stakeholder Engagement
Control Stakeholder Engagement
Planning Executing Monitoring & Controlling
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Identify Stakeholder - the process of identifying all people or organization impacted by the project, and documenting relevant information regarding their interest, involvement and impact on project success
INPUTS
• Project Charter • Procurement
Documents • Enterprise
Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Stakeholder Analysis
• Expert judgment • Meetings
OUTPUTS
• Stakeholder Register
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Keep Sa9sfied
Manage Closely
Monitor Keep Informed
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Plan Stakeholder Management - the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests and potential impat on project success
INPUTS
• Project Management Plan
• Stakeholder Register
• Enterprise Environmental Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Expert Judgement • Meetings • Analytical
Techniques
OUTPUTS
• Stakeholder Management Plan
• Project Documents Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
• Manage Stakeholder Engagement - the process of communicating and working with stakeholders to meet their needs/expectations, address issues and foster engagement in project activities.
INPUTS
• Stakeholder Management Plan
• Communications Management Plan
• Change Log • Organizational
Process Assets
TOOLS & TECHNIQUES
• Communication Methods
• Interpersonal Skills • Management Skills
OUTPUTS
• Issue Log • Change Requests • Project Management Plan
Updates • Project Documents
Updates • Organizational Process
Assets Updates
2014 © Avenew Indonesia www.avenew.co.id | [email protected]
Control Stakeholder Engagement – the process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
INPUTS
• Project Management Plan
• Issue Log • Work Performance
Data • Project Documents
TOOLS & TECHNIQUES
• Information Management Systems
• Expert Judgement • Meetings
OUTPUTS
• Work Performance Information
• Change Requests • Project Management
Plan Updates • Project Documents
Updates • Organizational Process
Assets Updates