PMP® Certification Full Course – Learn PMP Fundamentals in 12 Hours | PMP® Training Videos | Edureka

Hey everyone. This is Upasanaand I welcome you all to Edureka’sYouTube channel. At Edureka, We provide online trainingon trending Technologies with the world’s bestinstructors and 24/7 support. So today I’m here to giveyou a quick overview of the PMP certification full course. PMP certificationis known as the golden standard in the fieldof project management. It is one of the mostmost sought-after certifications by mid-level professionals who are lookingfor a major boost in their stagnant careers. Thus we bring youthis PMP full course, which is composed ofeight modules module 1 will give you a brief introductionto PMP certification and we’ll talkabout the reasons. Why one should gofor it in module 2. We will be talking about p.m. Bock guide which laysdown the foundation of PMP certification exammoving on to module 3 here you will briefly Be introducedto project management and its various fundamentalconcepts in module 4, you will learnabout the complete project management framework along with allthe stages involved in its life cycle module 5 willcover all the 10 knowledge areas in which 49 processes are mappedalong with their inputs tools and techniques andoutputs in module 6, we will focus on the variousproject management methodologies and the tools used to implementthem moving ahead module seven.And we’ll help you in preparingfor your PMP certification exam and finally module number 8 willgive you a complete insight into the career in the fieldof project management. So that was allabout the agenda of the session. But before we get started with the sessiondo not forget to subscribe to our Channel and hitthe Bell icon to stay updated. Also one thing I would liketo mention here is this full course will not helpyou in gaining any pdus, but it willdefinitely provide value. Able information regardingproject management and prepare you for your examthus in case you’re looking for an online training forPMP certification examination. Check out the linkin the description box below at Eureka is a registerededucation provider of the PMI. And after the completionof the formal training, you will be awarded with 35 pdus which are mandatory for applyingfor PMP certification exam. So without Much Ado,let’s get started. Welcome to the PMPcertification training program in today’s session. We are going to talkabout few agenda items here. So I welcome youall to the session in today’s session specificallywe are going to spend time about what is PMP.What is this certification is all about why we should be doingthis certification excetera. So if you take a lookat the topic that we are going to cover as partof today’s session is first, we will understand. What is PMP certificationwhy we To PMP certification. I’m sure you must have thesekind of questions on your mind. So we’ll try and answer thosequestion in today’s session.What are the advantages when you will do PMPcertification over the people who have not done the PMP certificationproject management framework. We will talk a bit about projectmanagement framework as well and most importantly since you all have decided to appear for the PMPcertification examination then what is this exam is all about. What is the nature of the examand bit more on the PMP? Examination we will cover as a part of today’ssession as well. So let’s get startedwith this first. We’ll talk about whatis PMP certification? So if you see PMP certificationPMP is introduced by PMI, which is projectmanagement Institute.It’s a very very old Institute and it’s globallyrecognized Institute. We will talk about PMI a bitmore on the next slide. But when you appearfor the PMP certification, you will definitely needto refer to one book, which is Project management bookof knowledge and Kim Bak in short we call it as pmbok. The current edition of the pmbokthat is being used for the examination preparationis embarked 6th edition, which was alreadyintroduced last year and the new examination is basedon the 6th edition of the pmbok. Now pmbok is basicallythe Book of Knowledge. So it comprisesof various processes based practices terminologiesguidelines in the area of project management, so there are 49 processes thereare certain based practices. When you performcertain processes, there are tools and techniques that are recommendedat the same time.There are certain terminologies that we need tounderstand as well. So what is that book whichwe can refer to when we come across any term within the areaof project management or where will Ifind certain guidelines when I’m workingin the project management area? So this is the book which wecan refer to and I have seen that when we were workingon in our organization when Project management process was we supposed to set upthe project management process. One of the guide thatwe refer to was pmbok. So pmbok is veryvery well recognized and it contains standardsin the area project management and you will find allthe organization’s most of the organization’sI would say who are into project management. And of course I have seen that project management is therein all the organization because there areproject some projects on the other hand and wehave to undertake any number of projects and programs and those are basically part of the portfoliounder which you are working. So it’s important that we need to refer to certain standards whichwe can refer to and create the organization specificproject management process, which could be customizedbut most of it will come from the project managementbook of knowledge.So this is the globallyrecognized best practices across project managementIndustries and domains when you appearfor the PMP certification exam, I would stronglyrecommend you to go through the Bach guide atleast twice a possible. If not then at least onceand once you read this, you will understand the fundamentals inthe area project management. So starting with thatnow I did mention about PMI a while ago. So project management Instituteis basically a knot or non-profit professionalmembership Association. Now, this is basically for all the project managementprofessionals across different countries and continents. And therefore you’ll findproject management Institute it globally Sized and it’svery very active Institute.You will find PMI conducts and does lotsof things in the area of project management right fromthe competition into project and programs to organizingthe seminars and conferences and lots of research work that is done in the areaof project management and PMI is such Institute, which keeps on continuouslyupgrading the whatever the knowledge whateverthe best practices in the area project managementat the same time PMI such. Which also conducts lotof research and surveys in the area from the pointof view of career paths, for example, if you areinto project management and you want to developa career path in this area then how you should begoing about doing that at the same timesetting standards for the project management.All these things are done bythe project management Institute and pmbok is the guidewhich is published by PMI, which is referred to when you appearfor the PMP certification. So that’s bit on PMI. And the pmbok guidewhich is definitely important from the PMP certificationpoint of view. Now, you might have questions. Like I see here Johnask this question that what else could I do asa part of the certification in project management world. So let me answerJohn says you can see on the screen there is a time.In fact, I shouldanswer this question. So I was kind ofholding on to it as you can see PMP is oneof the certifications but if you are keen and if you are workingexclusively in this area, you can even thinkof doing other For the people who are beginnersin the project management area, you can start with the capm which is certified associatein project management. Once you gain sufficientexperience and knowledge, you can certainly Aspire for PMP which is projectmanagement professional and once you start working on project and when you starthandling multiple projects, that means you’re actuallygetting an experience of working on program, then you can certainlymove on and complete your program managementprofessional certification that will definitely Reallygive you a lot of value added and weight ageto your credentials as a whole and when you are workingon various programs and gain experience into workingand managing various programs.Then the next level would be your portfoliomanagement professional so you can actuallyget an knowledge in the area of portfoliomanagement by completing this certification nowadays. We also talk about agile a lot and PMI is definitelynot behind in this area as well PMI has Pmi-acpcertification few years ago and you will also find a lot of people are aspiringto become pmi-acp which is projectmanagement agile, certified practitionercertification. So if you are workingin agile again, this is certificationnot for the people who are fissures, but for people who have experiencedproject management and agile, we have working can certainly gofor pmi-acp as well. Now those of youwho are interested in to doing deep dive into areaslike scheduling Or areas, like Risk Management for you. There are certainadditional certifications also, which we can definitely aspireto get this credentials. So one of the certificationis PMI scheduling professional and the another one isrisk management professional. In fact, all of uswho have been working in the project management areafor quite some time.We can definitely Aspirefor the certifications like scheduling professionaland risk management professional because these two areasare very very important in the project management. So there are quitea few options. Is here as you see and good that you have startedyour journey with PMP and I’m sure once you completeyour PMP successfully you will also move onto the other certifications and these certifications how they will help you and how they will enhanceyour overall credential and most importantly the trust when you go outand look out for the job. Let’s talk about more on in fact how this will help we are goingto specifically talk more on the PMP certification because this training ison PMP certification training. So hence Less Talk More. Moron PM P. So P MP stands forproject management professional. So PMP is globally acknowledgedprofessional certification. Now, this is a programin the project management. I would say becausewhen you decide to go for PMP, first of all, you have to prove yourself that you have the relevantexperience and you have the relevant education.So once you havethe relevant education and experience the professionaleducation and experience, they don’t lie you are qualified to appear for the PMPcertification examination. So That is one of the reasonalso why PMP is globally recognized across Industries and domains now why you shouldbe doing PMP certification. Let’s just talkabout few reasons here. First reason is definitely about it’s crucialand prestigious for employment. So be it in the company youare working in the moment you do PMP certification. I have seen you can actuallynegotiate your salary hikes. You can actually thinkabout getting into some job where project managementskills and knowledge.It is required andthat may be a next level that maybe elevation for you. So it is definitely prestigious for the employmentpart from that. It’s a golden standard for projectmanagement certification. As I mentioned. This is going to be one of themost prestigious certification. So it’s a golden standardin the area project management. If you are working definitely I have seenmany job descriptions mentioning that PMP certified so they are looking outfor project manager who is certified PMP apartfrom that portent lie. Also gives you freedomto work in any industry across the globe. Now when you workin project management area, so even if you belongto any domain or belong to any technologythe most importantly you get an opportunityto work across domains and across technology because we are talkingabout project management skills and the knowledge over here, which is irrespectiveof the domain knowledge and the technology knowledge.Of course, if youhave the domain and Technology knowledgein the respective area, that will giveyou more Advantage, but even if it Is not definitelythe project management skills and knowledge will help youin working across globe and in the any industry that you aspire to work. So these are someof the benefits that I have experiencedmyself at the same time. I’m sure you can look forwardto some of these benefits as well of the PMP certification. Let’s talk aboutsome specific advantages that we can look outfor the first thing that have already mentionedis definitely the salary hike when you completeyour PMP certification first thing I have seenis many companies.Remember the cost. So anyway, that in itself islike companies investing on you and when you completethe certification successfully you can not onlyreimburse the cost of the certificationsin many organization. But also I have seenpeople negotiating for good salary hikesduring their appraisals. It also improves performance. This is very very important from your career pointof view as well. So if you are workingin project management, not necessary as a projectmanager, you could be working into any of the domains. As within theproject management, which is absolutely fine. But the moment you completeyour PMP certification, it will give you widthof knowledge at the same time depth of knowledgeinto specific areas and domains as a result of which when you start applying someof those tools and techniques that you have learnedout of the study that you have done for PMP. Let’s take exampleof the estimation. So we talked about differentestimation techniques as a part of the MP trainingand the PMP certification. You will study someof those estimation. As well, so B8parametric estimation or bottom-up estimation.When you go back or when youcomplete the certification while studying even for the certificationone of the things that I would alsorecommend is go back and start applying someof these techniques and tools that you have learnedin the PMP training on your project. So that will alsoimprove your performance that will also make you smarter than the other associateswith whom you’re working or your peers or your colleaguesand that will definitely give you you edge over themas well apart from that.This will also giveyou an opportunity to expand market reach. So as I mentionedyou can actually once you completeyour PMP certification, you can go beyond your industry and domain and locationis not a constraint at the same time because this is globallyrecognized certification. So even if you wanted to workin a specific area, you always want to do workor you are aspired to work in this specific areaof your choice. I’m sure you can certainly tryand look out. Applying and tryingout in that area and I’m sure there are veryhigh chances of you getting through the interview process.For example, when you’re applyingfor the specific area that you want to get into thisis globally acknowledged. So as I mentioned that there is no constraintwith respect to the location. So whichever the location that you’re workingin the PMP certification is always goingto give you an edge over those better jobopportunities not only within your current organization. You can apply throughthe internal job. Listings that are usually posted and that’s usually a partof the organization processes and the policies the HR policies that we can applyfor the internal jobs when they are open. Usually they’re announced withinthe organization first then when you completeyour PMP certification that will give youagain a benefit through which you can applyfor various job opportunities, and there are high chances that you can get through someof those job opportunities and you would be able to actually move onto upin the career ladder. Or it could get elevatedinto the same role as well.It will give you an edge overnon PMP certified professionals. So as I mentionedearlier as well, so when there are 2 people for the interviewin project management if somebody’s PMP certified, I’m sure that personalways gets an H over somebody who is not certified and you must have alsoread yourself many times that whenever you appearfor the PMP certification or when you want to really get into this area thenwhen you try and apply for These jobs when youread the job description, you will find that many times. They mention specificallyexplicitly that we are looking out for a project managerwith PMP certified so you could see many advantagesof PMP certification over here moving onto project management framework. Now, let’s talk a bitabout project management. Of course in the training. We will talk moreabout project management. As far asframework is concerned. We will be talkingabout various things. But for now as this session is more like aHigh-level introductory session. I’m just going to touch base on the projectmanagement framework.So if you seeproject management, you will find that asfar as a PMI is concerned what PMI has done is that there arevarious process groups that are defined as a partof the pmis pmbok guide. So you’ll find there arefive process groups, which are there as a partof the framework. So first is as yousee initiating process, then we have planning process. Then we have executingprocess closing process and there isa continuous monitoring and controlling process happen. So whenever we workon any project, you take example of any projecttypically what happens. So if you if you areinto let’s say software projects and you want to give customersa digital experience. Okay, so you decided to digitizeall the possible opportunities that you would getwith in your area. So essentially what you doyou actually decide to put or create multiple phases inorder to complete this project. So you start rightfrom the feasibility study. So whether it ispossible to do it, first of all, and the moment youget a confirmation on that then you get into a sort of maybeyou create a business case.You’ll create abenefits management plan Etc and all that. Once it is in place on approved. Then you start workingwith the project phases. So you way come up with various project phasesright from initiating a project to Gathering requirements or doing analysisor design then you built it. Then you test itand then you deploy it so there are various phases. Now as for the projectmanagement framework, these process groups will fallunder each and every phases. So when you enter a phaselike for example when you enter a phaselet’s say called analysis. So you have a listof requirements that you have gathered for digitizingthe various things that you could digitizewithin your area. Then you enter into a phasewhich is analysis phase then what you do you initiatethe analysis phase. That means you basically think about what I need to doas a part of analysis what is going to bemy All approach. Okay. So you initiate that you kind ofget yourself ready? And once you do that,you start planning. Okay. So what all thingsare supposed to be doing within the analysis phase socreating the high level design and the low level design Etccould be some of my deliverables that I can think ofand then I execute the plan that I have prepared.And once the execution is completed then you closethe process but throughout this what I also do isduring the analysis phase. I also ensure that whatever the activitiesthat I’m performing. Whether those areas per the plan that I’ve created or not, so that continuousmonitoring has to be done and therefore monitoring and controlling is a part of the analysis phasein this example. Similarly. This is going to be a partof each and every phase. So even if you move onto the next phase which is let’ssay creating design. All right, so that’s where wetalked about the high level and the low level designwhich could be done. Once the analysis is completed. All right or sometimes Ihave seen people combining that analyzed The newwork on the design. So the whole pointis then again, you start working on initiating gettingyourself ready create a plan. Then you execute that plan. You monitor control. And once that phaseis completed you close it. So the exit out of that phaseand whenever you exit out of that phase youalways have certain output from that phase.So for example high level andthe low level design document could be the output of the phasethat you have completed. So this is just a quick example, but when we will continue on this trainingyou will we’ll find that we have actually takenthe examples of the project. I have actuallyshowed various artifacts. So the design documents or the project Charter documentor the business case documents of the projects which have been deliveredin the past. So that will certainlygive you an idea about how those artifacts looklike on the project as well. So that’s bid on theproject management framework. So from pmbok point of view,we have got this process groups. There are five of them thenwe have 49 processes. Hoosier Again partof these various process groups and there areten knowledge areas. So this is what is explainedin the next slide. So this slide basically talksabout the knowledge areas that are partof the pmbok guide. So as you can see herethe knowledge areas like stakeholder management or project integration management scopemanagement time management, right or schedule management cost management qualitymanagement Human Resource Management Communicationsmanagement procurement.Management and risk management. So there are total 10of them and each of these knowledge areas. You will find thereare various processes. Let’s take a quick one example, let’s say projectintegration management. So when you work on Projectyou perform various activities. So one of the important functionone of the important process should be integration. How are you going to ultimatelyintegrate those activities so that we can show the progressof the project as one project and not differentdifferent projects. So for thatwhat do I have to do? First thing that is done as a part of the projectintegration management is creating a project Charter.So when we start working onthe project the project sponsor will hand over the project chartto the project manager. And then that’s how the project manageris empowered to kick-start the project work and also authorized to usethe resources on the project. The other could be developedproject management plan. So once we havea project Charter in place, then we start workingon creating a plan so that plan would include lots of other. How are we goingto do quality marriage? How are we goingto do scope management? How are we goingto do schedule management? So these arethe subsidiary management plans which then are built intothe project management plan. Then we have directand manage Project work. So this is where weactually start working on the project and then we’ll have to also managethe various project activities that we are performing while doing that.We also haveto continuously Monitor and control the project workand keep on checking whether what we are doing. Is it as per the plan on Not soif there are any deviations, then we always take correctiveand preventive actions. So what are those actions again? We will cover as partof this training. Next thing is we performthe integrated change control because while workingon the project is not a smooth selling experience, right? You may have experiencedyourself many times change comes even towards late in the project and we need to respondto that change. Otherwise, there could bea customer dissatisfaction. So this is bit sensitive. So how to go about training managingthat change effectively, so we need to set upChange control board. So how does that work? Etc is going to be coveredas a part of this and once we do that, then we’ll have to performthe project closure activities or the face closure activities.So this is how the various processes will fallinto this knowledge area, which is integration management. Similarly. All these 49 processeswill be covered as a part of this training and under eachand every processes. We are actually going to talkabout what are the inputs what are the tools and techniques that I’m supposedto be using and what? It’s should I expectby the end of that process. So this training covers in a very comprehensive fashionall these processes and we’ll be doing deep diveinto inputs tools techniques and outputs as well mostimportantly at the end of each of these modules which are basicallyarranged by knowledge areas will also be taking lotsof quiz and questions. So those questions will giveyou an idea about what kind of questions are askedin the EMP examination.Let’s talk about PMP exama PMP examination. As I mentioned wehave certain things here to be consideredfirst is the education. Another thing is experience. So if you are a highschool diploma holder or maybe any Associated degree, which is global equivalent,then the expectation is in it, which is of course goingto be around 60 months, right the expectationis you need to have experience of 7,500 hoursinto project management now that could be from anyof the project.Management domains and not necessary fromthe project manager as a whole. Okay, as far as the ruleis concerned you could be playing any role. If you are a bachelor degreeholder or any Global equivalent, then with the custody six monthsof total education, then you are expectedto have the experience of 4500 hours to project. So that’s theexperience required if in case you arethe bachelor degree holder now in both the cases what is expectedis 35 contact hours and you don’t haveto worry about that because when Our since you all are attendingthis training and by the end of this training program, you will be given35 contact hours and that certificate is given toyou and benefit of that is even if your applicationis identified as a part of the PMI audit process still you do not haveto worry about that because you’ll be ableto provide them with the evidence of attending the training and gainingthese 35 contact hours.So that certificateit’s very easy then for you to producethat evidence as well. There are few thingsthat we have to remember. Member while filling out the application form when youput down your experience ensure that that experienceis non-overlapping if it is for 4500hours of experience that you are putting itin the application that experience inthe project should be during last eight yearsand that should be non overlap. That’s very very importantapproximately 20% of the applications that Ipicked up under random audit for the random audit check. And again, even if your applicationis identified under this random audit still youdon’t have to worry about because you will get allthe Support in order to complete the audit process with PMIwhatever the evidence is that they might ask especiallyfrom the training point of view for that.You will be alsogiven the support. So for example, the certificate isone of the evidence that you can produce to them inorder to satisfy the requirement that you have gained35 contact hours. The another important question which comes to many people’smind is the that experience of 4500 hours. For example, should itbe as a project manager or should it be from anyof the project? Judgment work. The answer is that experience can be from anyof the project management domain or any of the project managementareas that you have worked. So if you take exampleof a software project, you may be a testerand you are doing only testing but you are part of the projectseven that experience is valid or you maybe just a developerand you are not really a project manager but still that experience of as a developeris going to be considered because ultimately you’repart of the project. So it’s fine even if you don’t have experienceby the title project manager. Since you participatedin the project management by performing thevarious active days, and of course you were also partof that project and responsible for the deliveriesof the project or deliverables, whatever the deliverablesthat you’re working on that experienceis also considered under this now exam feesis different for the PMI member and the non-member I would personally recommendyou to go for membership because membership would haveits own advantages now again in the exam also, there are two optionsone is computer.Based test andthe paper-based again. I would advise youto go for computer-based because then you can seethe result immediately after the exam is done. So when you gofor a computer-based test, the member fees is405 USD for non-member distribute 5 USD. If you go forpaper based testing, then the fees is250 USD for non-member. It’s 400 USD. If you go for a re-examinationby unfortunately if in case if it happens that you have to gofor re-examination for computer-based you haveto pay USD and for non-member, it is 375 USD for re-examination if it is paper-based thenit is hundred 50 USD and for non-members is 300 USD the advantage with membership is because membership fee is justhundred thirty-nine again, there are few countries, which also getsome additional discount.So if you put togetherthe PMI membership fee and the member feesfor the certification. If you put that together, then you will find that the total comesto more or less the same but the advantage here is Is that you will alsoget a PMI membership. First of all, that means you can certainly getan access to the professional. First of allto whatever is happening in the area project managementand the different things that project PMI keepsdoing this you’ll get access to that at the same time. You will get the pmbok soft copywhich is free of cost. So that isanother benefit there. So that’s the advantage there for the advice thing would beto go for the PMI membership. Now as far as the PMI numberof attempts are concerned. There are only three to beSo that within a year, so even if you have to retakeexam Max, you can take it within three years. Now when you appearfor as I mentioned, I think the renewal partwe have already covered so you have to complete 60 pdu.So that is fine. Now. How is the exam pattern? It’s a 4 Hour exam. So what are the practicethat you have to do is ensuring that you sit at one placefor four hours. So I would stronglyrecommend you before you go for EMP examinationat least two times. You complete full time200 question mock test so that you would atleast be able to Practice for sitting for hours because that is something reallyimportant exam is conducted in a proper Prometric Center. There are 200 questions out ofthat 25 are pretest questions. So those will not beconsidered for the score but hundred seventy-five arethe ones that are considered. However, you would not know which are those 25questions, hence. You will have to bearfor all this 200 questions. There is no negative marking assuch and this exam is developed by group of individuals who have been workingin the project management area for quite some timeand they are of course. GMP certified or credentialholders as well. So once you clear the PMP examination getthe PMP certificate now, these days are soft copy comesso can go to the PMI account and you can downloadthat soft copies each.That’s it one sixth edition project managementbook of knowledge. What are the changes that have been introducedin inbox 6th edition. How is it differentfrom the pmbok 5 so let’s get started. Topic of our discussionis going to be about everything that’s there in the pmbokin terms of the major changes that have happened withinthe pmbok Book of Knowledge, which is introduced sometimesin September 2017 will also take a look at how overallthe pmbok body of knowledge or Book of Knowledge haveevolved over the period of time. When was it launchedfor the first time and how it evolved so bitof a history bit of a journey of The pmbok is alsogoing to be covered as part of this webinarwill also take a look into the differences someof the major differences between the fifth ombak edition and the sixth pmbok edition and we’ll highlight bit moreabout the sixth pmbok edition.So let’s get started. So we’ll start up a jumpinto the first topic which is about understanding the pmbok. The pmbok adds manyof you must be already aware. That pmbok was releasedby the PMI now PMI, which is projectmanagement Institute. It’s a global Institute. It’s a nonprofit organization and it offersvarious certifications. So project management spoke up knowledgewas released by the PMI and pmbok actually helps in preparing for thesecertifications like PMP. Not only that pmbok is alsoregarded as the Bible of project management because pmbok containslots of information. Lots of important informationwhich any project manager can refer to and therefore if you want to really learnabout the foundations of the project management, you can certainlylook up to the pmbok. And as I mentioned most importantly Embark issuch a book of knowledge, it contains differentprocesses some of the best practices variousterminologies and guidance. So some of the guidelinesprovided in the pmbok are very very useful practically when we go back and start at applying someof the concepts principles and the best practices mentionedin pink Bach actually helps us in excelling in managingprojects effectively.Therefore they say that pmbok isthe golden standards in the project management. So these are someof the highlights of the project Management’sBook of Knowledge. Let us now understandbit more about Kim Bak. The pmbok is nothing but a guide which is developed bythe practitioners like me and the practitionerslike all over World who are been practicing projectmanagement for many years. So they all are part of the PMI and being a PMI membersand PMI active members. We always getan opportunity to participate in different surveys.They different waysthrough which PMI engages the practitioners. So one of the waythrough which PMI engages the practitioners is throughthe role delineation study. So in the ruledelineation study, am I understand how the role of the project manager itchanging over the period of time and that actually helps PMIin making Necessary changes to the p.m. Bach. Now, there are various people who have been practicing projectmanagement for quite some time and many of them arealready PMP certified or pmi-acp certified or even for that matter the programmanagement certifications. They have acquired through PMI. Now, these arethe subject matter experts who are part of the PMI. Doctor and the PMI body who actually works in the areaof the Box enhancement. Not only that Embark isbasically a flagship of the PMI. And if you see the variouspublications of PMI, one of the important publication, which is being referredby many project managers and many aspirins of the variouscertifications like PMP, which is one of the most valuedand the popular certifications, which is globally recognized forthat you Need to know Kim bak and therefore oneof the flagship publications of the PMI is definitelythe pmbok now PMI as I mentioned earlieras well is definitely one of the nonprofit organization which actually helpsin putting together.These guidelines is principles, which actually helpsmany project management people who are workingin the project management areas as I mentionedto you about the RDS, which is nothingbut the role delineation study and this particular study, which is Every fiveto seven years and this study actually giveslot of insights to the BMI in order to evolve the p.m. Bock so p.m. Bach evolves every five to sevenyears and we will take a look into the evolution of the pmbokin the next slide itself. Now if you take a lookat the number of additions that were launched earlierand the latest addition the pmbok was firstintroduced in 1996 and from there the Journey of inbox startedand now in September thousand and Seventeen the sixthedition was introduced. So if you take a lookat the Timeline since 96 to 2017, there are varioussurveys various studies, which were conducted byengaging various experts in the area project managementacross the globe and all these people who are experts into the project management. They came together PMIengages them effectively for various studies and surveys taking their inputsand all that important.Information actually helpsin the evolution of the pmbok. So the Third Editionwas introduced in 2004. The fourth edition wasintroduced was released in 2008. The fifth editionwas released in 2013. And now the latest onewhich is September 2017. So this is the Journeyof the pmbok evolution from 1996 to 2017. There are various editions which were releasedand Now the one that is referred to is the sixthedition and I don’t know how many of you really aware but there have been recentlyalso few changes done in the examinationin March 2017. So the new examination pattern of the PMP is based on the March2017 changes in fact, March 2018 changes, not 17 so we can certainly referto some of those changes that were done in March2018 in the PMP examination because the new examwith the PMP. based on those changes and it also certainly refersto the latest pmbok guide which is the 6th edition so that was bit of a history that is bit of a background and most importantly bitof on the evolution of the pmbok now also takea look at how ombak 5th edition and the pmbok 6thEdition can be compared if you put this together youwould find there are certainly lot of enhancements that were donein fact I must say that the pmbok 6th editionis only one of the Edition which actually contains lotsof changes and even if you take a lookat the number of pages that were there in the fifth edition there weresix hundred and sixteen pages but now the total number of pages have now been enhancednow been increased to 978 Pages which of course includesthe agile practice guide as well since there is a lotof focus or agile in the market and companies are preferringthe child ways of working as well so PMIhas definitely noticed it Stood and this Insight also camefrom lot of practitioner, which is appreciated and tochanges have been Incorporated in the sixth edition.Not only that PMI has also released a separatea child practice guide which is around a hundredand eighty six pages. So putting that together. The total number of pagesin 6th edition are now 978. I’m sure this will give you anidea about the kind of changes that have been donein the sixth edition. So definitely, We can say this is oneof the major addition in terms of the kind of changesand the number of changes that were done. So some of the statisticsand some of the specifics if you look into I’m just goingto glance you through this and we’ll take someof the specific examples as we go ahead.So pmbok 5th edition. They were 47 processesall together as part of the enhancement. There are now two more processesadded and now there are total forty nine processes now since there is alsoone more process deleted and we’ll take a look into someof these actual examples. But very quicklyif I have to just mention here, for example manageproject knowledge is something that’s added or implementing. The risk responses is something which is added newlyand we’ll take a look at some of the more changes that have been donein the pit box 6th edition apart from that the another importantchange you will find is in number of chapters. So now number of chaptersare just 10 chapters, but you’ll findthere are not a focus which have been addedespecially from the rule of the project manager. Because role of the projectmanager is been added as a separate chapter altogetherin the pmbok 6th edition, which is definitely very useful and we will also be talkingabout another important angle, which is PMI Palin triangle which gives lot of insightsinto the importance of being aware and importance of beingdeveloped as a project manager into areas like businesslike technology like leadership.So we’ll also touchupon that as one of the importantchanges in the pit. OCH 6th edition movingto the another important change in terms of the changeto the naming of the processes. So there are few processesthat were renamed. So for exampleacquired project team now becomes acquire resources. One of the reason is also about it’s not justabout people in the team when we talk about resources. There are a lotof other resources also which needs to be acquired. It could be machineries. It could be different licenses that are requiredto run the project Etc. So now Book talks about acquiring theother resources apart from of course people controlcommunication has now become monitor communication because it’s aboutcontinuous monitoring which is required. Once you have the communicationplans in place control risk now becomes monitor risks. So we need to on a regular basisgo on monitoring the risk. So once we havea risk register prepared, it’s important for usto continuously monitor risks control stakeholderengagement now becomes monitor stakeholder engagement. Aunt again the same principleis applicable here once we identify stakeholder andcreate the list of stakeholders and there is crispof the stakeholder strategy.Once we have thatin place it’s important for us to go on monitoring that develop project teamnow becomes develop team. Now when we talkabout develop team, it’s definitely Beyond justthe project team because we keep oninteracting with lot of teams beyond the project team just manage project teamhas now become manage team, so Our focus is there from the overallthe team management point of view perform quality assurance has nowbecome manage quality. Now, we talk about managingthe overall quality on the outcome or the productor service or result that we are producingplan Human Resource Management has now becomeplanned Resource Management.As I mentioned when we talkabout resources on the project. It just not aboutthe human resources. It’s also aboutthe other resources that we use on the project. It could be the machineriesit could Be the other licenses that are required. It could be even the hardwareand software that are required. So all that put togetherbecomes the list of resources that are requiredon the project. So all of those needs to be a part of yourresource management plan, so these are someof the specific changes in terms of the processes now since there have beena changes in the number of processes you will find theseparticular processes have now been renamed accordinglyplan stakeholder management has now become And stakeholder engagement because we aretalking about engaging the stakeholders effectively. Once we havea stakeholder list in place. So how can we come upwith the response strategy to the stakeholders and we can move themfrom one level to the another level basedon the kind of Engagement that we have on the projectmoving from there.Let’s also take a lookat some more changes in terms of movementswithin the processes. So definitely oneof the processes that have been movedfrom the Project time management earlier it was calledas the time management in the fifth editionnow regarded as project Resource Management. The new name to the time management isthe schedule management, but this particular processhave completely been moved from the project time managementto project Resource Management. So when it comes to estimatingactivity resources now, it’s going to be done as a partof the resource management because a separate attentionseparate focus is been given to managing the Alsorelated activities and estimating the timerequired for that. So this is another importantchange that’s been done. Let’s move to the nexttopic now understanding what’s new from only the pmbok6th edition point of view. Let’s take a look at that fromthe new additions point of view.There are certainlyfew new additions that are done in terms of processes, which are those processesare now been added here. So as I mentionedearlier the process is like control resources isnow there as a new Process under project ResourceManagement knowledge area which of course fitsinto monitoring and controlling process group apart fromthat Implement risk response, which is now a partof the project risk management under executing process groupsmanage project knowledge is now added newly as a part of theproject integration management, which is definitely a partof the executing process groups. So these are the three processes which are added completely newas a part of the sixth edition and it definitelymakes a lot of This as you would recognize as you would appreciatein terms of why some of these processes are added asa part of these knowledge areas as I mentioned earlier oneof the example of the process which is deleted and that processis close procurement.And why does it make sense? If you really takea look project management or project manager is not reallyinvolved heavily as a part of closing procurement because most of these activitiesthere are done as a part of the procurement manageror the legal team. Eames responsibility and this has come very clearlyfrom all the exports as well. And if you are workingin the organization, I am sure you will also supportthis change very clearly because if you see from theclose procurement point of view closing those contractsand closing those the agreements that are there withvarious vendors Etc. So all those activities arelargely managed independently by the procurement team and the legal teamcompliance team Etc. So hence now here we will needto really get into much. Once we initiatethe closure rest of the activities are done bythe procurement team itself.And therefore closeprocurement is now deleted from the sixth editionof the pmbok. So that’s another major change in terms of additionof the new processes. If you see additionof the new chapter all together as I mentioned earlier aswell rule of project manager is the new chapter, which is introduced by the PMIin the pmbok 6th edition as I was mentioningabout this PMI Talent. Triangle there arethree different aspects of the triangle which are covered as partof this chapter covering about the business aspectsunder strategic business and management, which actually makesa lot of sense because as a project manager, we need to understandthe business aspects as well that will give you a lotof insights right from how the businesscase was initiated.What is the contextbehind the project Etc Technical and project management knowledgeis very very crucial for any project manager whether its software project or That is a constructionproject or research and development projecthaving the technical knowledge certainly gives youan edge over others. And of course the projectmanagement knowledge is must have leadershipcertainly makes a lot of value add over here because whether peopleare reporting into you or it’s completelya matrix structure. It doesn’t really matter. You need to drive thingsby engaging all the stakeholders and their you needthose leadership skills. So leadership skills. Is definitely becomes oneof the important aspect of the PMI Stalin triangle going from their continuingthe new additions. Definitely. There are few changesthat are done from tools and techniques pointof view as well.So at the tools and techniques, you will find that totally if you put together there are around a hundredand thirty two recent techniques that are therein this particular Edition what’s done differently is that they have groupedsome of these tools and techniques together underthe areas like communication or data analysis. Our decision-making Sutrawhich is kind of The Logical grouping of someof these tools and techniques that is been done which definitely makesa lot of sense when we refer to a pimp walk.When we do the study. It actually helps in relatingthese tools and techniques to the respective groups. So overall there area hundred thirty two of them under these various groups swap. These groups are mentionedon the slide as well apart from that therehave been changes that are done fromthe agile point of view. So introduction to Agilewas done from the the point of view of coveringthe various aspect related to the agile ways of working and those aspectsare focused by addition of the agile and adaptiveenvironments under each of the knowledge areas. So bait Communicationsmanagement or bead risk management bitschedule management. So if you pick up anyof these knowledge areas under these knowledge areasvery specifically some of these agile aspectsare covered again from the tools and techniques and inputs and the Which point of view as well some of theagile ways of working and the techniques havebeen specifically highlighted and covered as partof the sixth edition agile, iterative adaptiveand hybrid environments.There is a separate sectionall together under appendix which talks about the iterativeways of working adaptive ways of doing the planning Etcand a separate practice guide as I mentioned earlier as well, which is 186 pageseparate practice guide is also introduced theanother important Point here. To note is this agile practiceguide is also very useful when you are appearingfor the pmi-acp examination. So if you are into agile and youhave relevant experience, and if you are aspiringto become the pmi-acp, which is a child certifiedpractitioner for that.Also, the actual practice guide will be very very useful nowcontinuing from there. Let’s also take a lookat Small Change in terms of the notations like ongoing processesnon ongoing processes. You’re fine. This one of the small changesin terms of the notations that is done another good thing. In fact from the point of viewof reaching out to more people. The PMI has really takeninto consideration some of the changes in terms of making the pmbok6th edition available into various languages. And as you can seeon the screen, there are various languagesinto which the PMI 6th edition is now available and which isdefinitely a welcome change because PMI caters to various certifications andAnd those can be done by people across domain and industries, so irrespective of which domain and irrespective which industryyou work in the pmbok knowledge can be very very useful to refer to from takingthat guidance taking that, you know principles references from the projectmanagement point of view. If BMP training programwhat we’re going to learn today, we’re going to learn todayabout what is project and its importanceof the project management.We will also understand the relationship betweenproject program and portfolio and operations managementthe key components of project management how to go about doing tailoringand the most importantly some of the project managementbusiness documentation in this training. What am I going to do? Basically, I will be taking you through various topicsthat are there. As a part of the pmbok guide6th Edition at the same time. We will also be goingthrough what it takes to get that PMP certification get that PMP credential whythe PMP credential is important at the same time. We’re all the PMP credentialcould help you in Excel in terms of different industries that we see here apart from that we will be alsoactually going to go through some ofthe documentation some of the artifactsof the actual projects that were delivered. So those artifactsthose documents will definitely give you an ideaabout how you can go about writing a project Charter or how you can go about writinga project documents like business case. What we will bedoing basically is that as part of this trainingprogram will be talking about the introduction Force which talks about a little bitabout PMP certification and this will kind of help us in getting our journey startedas far as a PMP certification.He’s concerned. I’m sure some of you may havemultiple questions on your mind. Like why I should be goingfor PMP certification. I remember a lotof people asking me question especially peoplefrom it as well as non it now that we also have pmi-acp and we have a PMPcertification as well. So why we should gofor PMP certification, I strongly believe that for those people who would like to developtheir career in the area of project management and if they want to strengthenThe foundation of project management PMP certification isdefinitely the one certification that we should look forward to apart from that thereare numerous advantages of doing the PMP certification as you can see hereon the screen some of these advantages wehave highlighted one of the most important benefit. I see of doing PMP certificationis this is the most recognized certification todayin the industry and not only ina particular industry, but you go to any industrythat you work for.Or this is definitelyone certification that the companiesare looking into people who are aspiring to becomethe project managers. This is globallyrecognized certification by all the industries. As I said apart fromthat this particular certification PMP not onlydemonstrate your knowledge, but most importantlyit also ensures that you have experienced before you applyfor the certification. So it takes care ofyour experience your education and the competency. So all these Together makes youthe PMP certified individual and and that’s its strength. And that’s preciselywhy many Industries out there today look for people who are certifiedinto PMP certification. Now this will certainly helpyou increase your marketability. When you go outlooking out for a job or within your organization, when you lookout for promotions, one of the thingsthat I have seen certainly gives us H over competitionis this credential which is PMP certification.And we alsofound typically people who are PMP certified peoplewho are PMP professionals. They have got 15 to20% higher salaries over the non-certified people. So PMP certificationwill definitely put you on spot and give you a edgeover many people out there who are looking outfor the job opportunities into the project management, or if you want to developyour career in this area, then you’re definitely lookingfor a right certification. I was just talkingabout different industry. So we have already listed someof the industries here, but you name the industryand you will find that PMP certification couldcertainly be a big value add but to name a few Industries as you see on the screen page from the watersupply to protection to mobile services educationHealthcare apart from that even public transportation. So many of these industriesthat you see today, they actually lookout for professionals who are PMP certified. When they come and workon any projects with it, non IT projects across domains and industries PMP certificationis definitely very well recognized in termsof job opportunities. If you see sometimespeople keep thinking about would they beany job opportunities by doing the PMP certification? So obviously youhave gained some experience into project management on the top of that youhave done a PMP certification that will certainlystrengthen your case when you go out in the market.And look out for the job asfar as the overall opportunities are concerned to the projectmanagement role by 2020. They’re only going to grow andas you see on the screen, we’ve got these opportunitiesas well as growth is concerned as you can see in Chinaus everywhere today. The project management rules are going to go upmany folds by 2020 that means there isa huge opportunity for you out there in the marketto apply for these roles. Is that will be created asa part of the project management and PMP certification willcertainly strengthen your case when you’ll go out and applyfor some of these rules. Now when you decideto do PMP certification, first of all, I must appreciateyour decision that yes, you have takenthe right decision and we have just nowseen why is it so now when you decideto do PMP certification and when you justcommit to yourself? Yes, I want to be a PMPcertified person then by when should youget It your journey, you should embark on your journey approximatelyone and a half to two months before you actuallytake the examination.So as you can see here, you take the examinationsometimes here, right? So from that particular dateone and a half to two months before you actuallyschedule your examination and before that itself you undertake or you undergoa training program. So you attain PMPcertification training program and I would encourage youto attend this training program, which is by a do Rekha. And this particulartraining program will certainly cover everything that it takes for you to become PMP certifiednot only the certification but also other support you will get here the firstand most important support that you will get is once you enrollfor the virtual training program by Eddie Rekha lotof things will be covered and when you willEmbark this journey for PMP certification, I’m sure lot of questionsmust be there on your mind and you wouldalways need somebody who can support youwho can guide you that me.At the right place, once you enrollfor this program, this program will covernot only the codes outline defined by PMI for the PMP certification basedon the pmbok guide 6th edition, but also a lot of support you will getfrom for submitting application. I have seen many people comingto me and asking me guidance on how to write an applicationa successful application because that’s alsovery important. Your applicationmight get rejected if you do not fillthe application Properly so that application how to really goabout writing the application how to put your experiencehow to ensure that you write properly aboutyour project the experience that you’re showingin whichever the project that you have donein the past how to ensure that you put down the experiencewhich is non-overlapping within the lasteight years, right? So all these thingsare certainly going to be looked into and then once the applicationformalities are completed.Let’s say beforeone two, three weeks. Then you can scheduleyour examination and once the exam is scheduledthe advantage here would be that you would get a Target. Now that aftertwo to three weeks my exam is going to be thereor maybe after four weeks. I have got my exam coming up. So that means you geta Target Target date and this much of time you would get certainlyto prepare yourself. Now by the time you have alreadyattended the training program. That means you have already gonethrough all the basics and you had gonethrough various knowledge. Which areas process groups as well as definitely a loton a lot of questions which we covered as partof training as well.So all that is already covered. So it would be then very easy for you to preparefor your examination during this periodor / 4 to 6 weeks after the training is completed after you scheduleyour examination. So you will get complete support from the edu Rica to fillout your application. Even if your applicationgets selected for the audit because approximately 20% And may get selectedfor the audit and many times. They could be a confusion in terms of how toface audit there. Also, you will geta lot of support here and assistance to facethe audit from medical team personalized guidance will beprovided by the smes like us who actually support deliveringthe training program throughout this studyand most important thing is that you will have accessto the course anytime.So even if you wanta particular topic to be repeated youcan always go back. Repeat that topic attendthe topic again. You can sharpen your skills. You can realize a particularquestion for example, or maybe you want to clarifyabout understanding on a particular topic or ina particular area. You can always goback and do that. And that’s the biggest Advantagewith this training. I believe unlikethe classroom training. So at timesin classroom training what happens if youare not paying attention, that means you’re gone. You can’t really goback and ask to repeat the same. And after the training is over, then there isno opportunity at all. But here the biggest opportunity that you would get isyou can always go back and play the recording playthe session as many times as you want over and above there are alsothousands more questions. And this is themost important thing. Once you are readyfor the examination, especially in the lastcouple of weeks. You should be only focusing ontaking up those more questions.And from where those morequestions will come you can certainly refer to the director coursefor the more questions and thousand isdefinitely a good number and I always recommend before we appearfor the final exam. Once you complete your study. It’s important that you should appearfor the examination by taking full 200 questionsby sitting at once and taking those 200 questionsat once at least twice before you appear for the examthat will give you confidence. Not only of facing questions, but most importantly sittingat a place for four hours. Because this exam durationis four hours and all these questions will comefrom this more questions that are already designedtaking into consideration various contents. And of course the new topicsthe new pmbok guide changes that are happened.So once youclear the examination, once you are PMPcertified, obviously, you have to renew yourcertification every three years and even for Renewalyou need 60 pdus and those 60 pdus will comefrom the courses that you will attendthrough at Eureka. So enter a car definitelyhelp there as well. You can get assistance in e-learning forlearning different pdus. There are various coursesthat you can undergo and within three years again, you complete 60 pdus and you can renameyour examination successfully the most importantlyyou will get support from madurai car theme 24 by 7 when you will enrollfor this course, so I would stronglyencourage you all to look no further than enrollingfor the PMP certification codes from a do Rekha. So let’s continue this session and let’s understand more aboutthe training approach overall. How are we going to deliverthis training program for you all so weare going to cover here. The PM is philosopy, which is basicallybased on the contents that are outlined as partof the ombak guide. So I don’t know how many of you got a chanceto really see the pmbok guide, but it’s definitely the big book which coversfive process groups.There are ten knowledge areasand there are 49 processes and these 14and processes will ensure that you understand various Concepts fromproject management. For example how to takecare of communication with stakeholders how to go about putting everythingin the charter and ensured that you are authorizedas a project manager to work on the projectand take decisions. For example how to docontinuous monitoring and controlling ofthe project activities. So all these concepts are going to be coveredas part of this training. And most importantly for eachof these processes. There will be inputs toolstechniques and outputs. There are these four thingsthat we covered as a part of each and every process. So all these 49 processeswill be covered and we’ll be doing deep diveinto inputs tools and techniques and output for eachof these processes and we have taken lots and lots of exampleson the top of that.I have also covered someof the actual artifacts of the projects. So which gives you an ideaabout how a project Charter actually looks like or how a business caseactually looks like so we’ll of course cover as partof this module business case the benefits realization planand I will try and also give you an idea about how the project plan typicallylooks like to continue with. We have so far coveredabout a little bit about PMP certification a littlebit about PMI certification now, we’ll talk more about PMIas The Institute.So if you see PMI, it’s a very old Instituteand established in. 1969 that means if you actually seePMI has completed more than 45 years know and it’s a global organization with headquartersin USA pain in Sylvia, and it’s a projectmanagement Institute, which is basedon nonprofit organization. It’s a non-profit Associationall together most importantly this instituteis their worldwide in over a hundredand seventy-one countries and over five lakh membersare associated today with this institute now p.m.I actually actively engages lotof professionals across globe and these professionalsare engaged through conducting research in the area of project management aswell as providing access to wealth and information. So lots of wealth of information and resources are availabletoday with PMI related to project management now under project managementagain various areas, so that will the of informationyou will get to access. Once you become the memberof PMI PMI also promotes career and professional development and lots of otherPatients also it offers and most importantly it offersthe opportunity to network and form the communities. So you’ll find thereare local chapters.There are local PMI chapters where people from the local areathey come and participate and they talk aboutwhat’s going on in the project management spaceand exchange their knowledge. They share their knowledgeso that certainly helps big time as I mentioned that there arecertifications from PMI. So as you can seehere on the screen, Mean to begin with people with they have just startedin the project management or they would like to startfor them certified associate in project management is one of the certificationfor the beginners in the project management, then they can moveto the PMP certification. Now people are working in agile or would like to haveexperience again. They’re working at a child. They have experience in a child. They can go for pmi-acpcertification apart from that. If you want to doa deep dive then go for scheduling professional. So again you are Project management and forquite some time if you want to strengthen your someof these areas like scheduling so you can certainly dothe Deep dive into scheduling per se, you know, and then you also complete the certification same isthe case with risk management.So if you have beenpracticing project management for quite some time, if you want to get into sort ofspecialization into this case, then I would recommend you therisk management professional. Otherwise also youcan certainly jump into this because risk managementis definitely one of the important Processesthat we talked about as a part of PMPas well apart from that if you want to go for a littleNext Level certifications like you have been doing projectmanagement for quite some time and now you got promotedinto program management. So you can certainly go forPG MP is another certification and from thereagain from program. You can jump onto the portfoliomanagement professional as well as you go ahead upin the ladder in your career. So as you see here there arelots of different certifications that are available.What I did, I’m movingto the prerequisite now this certification the PMPcertification requires you and this is oneof the biggest Advantage with PMP unlike someof the other Institute have seen that it ensures that you have experience youhave completed enough education at the same time. You have also gained the actual experience of workingin the project management. All right. So let’s take a lookat the prerequisite for appearing forthe PMP certification. I’m sure some of youmust have already gone. Gone through the PMPcertification brochure, which is availableon the PMI site. I would always recommend youto go to the PMI Dot o– r– g– and browse the PMPcertification brochure because they are you will getthe latest information always but as far as the qualificationcriteria is concerned for PMP certification. You are expected to behigh school diploma or Associated degree or anythingwhich is global equivalent, which should be like 60 monthsplus and the project experience of Was is expected and of course 35 contact hoursrequired for these experience in the project should bewith the last eight years is what we need to remembercontact hours is fine.So you can add contact a versefrom last typically the ask for 35 contact hours anyways, so this particular trainingwill give you 35 contact hours. So that’s another benefit ofattending this training program. So you will get a certificate and you can claim35 contact hours out of that. The another way isif you are already a bachelor Degree holder, thenit’s pretty straightforward. So in terms of you alreadyhave 36 plus months of the formal education. And if you have45 hundred hours of experience. Now, this experience shouldbe non-overlapping experience working in to project not necessary asa project manager. You could have workedin whichever the domain whichever the areawithin the project management. That should be fine. And even here also, the expectation is35 contact hours so you don’t have to worry about 35. I was in this caseand that’s the best part because since youall have already enrolled for this program and you are going to getthe certification of completion of the trainingand 35 contact hours. You can claim through thatnow some of the things that we need to keep in mind that this particular experienceshould be non-overlapping as I explained.So if your workedon two projects ensure that those two projects start and end date shouldnot be overlapping. Okay. So that is oneof the important things then project experience should beonly from last eight years. Years and not beforethat 20% applications as I mentioned are pickedup for random audit, so don’t worry, even if your applicationis picked for the audit, we will definitely supportyou there and apart from that. Once you clearthe certification. If you appear forthe online examination, you will definitely get the softcopy of the certification and your score youwill immediately come to know if you appear for the onlineexamination apart from that from the predict point of view.The designation is not an issue that would there be Specificrule I should have played. So in a project there aremultiple roles, right? So if you take exampleof a software project, you may be a developeror you may be a tester or you maybe just doingthe deployment of the code that is writtenor deployment of the releases. Okay or deploymentinto other environment Etc. So you are contributing your you’re definitelythe team member to the project that is running right? So it is not necessary that you need to be projectmanager to have that experience. Variants of 4500 hours, even if you have this experienceof working on any project by any role still you qualify for thePMP certification provided that you have non-overlappingexperience of 4500 hours.And of coursethe other prerequisites as we discussed now, let’s get on to the patternof PMP certification. This is another important thingfor us to understand as I mentionedPMP examination is for ours, so it’s definitely longerand this is where it sometimes. I’ve seen people struggleif you do not practice enough, so you have to firstof all practice to sit for four hours, right? And therefore I mentioned that you need to at least taketwo full 200 question mark test before you appear finallyfor the examination. It’s conducted inthe Prometric Center. So that means it’sproperly enemies you later at the same time. There is an environmentwhere in the exam is conducted. So it’s anexamination environment. You’ll find there isa camera and everything. So this examinationis Is conducted in a proper Prometric Center and with properin visualization, there are 200 multiplechoice questions and you’ll get four hours now top 200 question. What is important to noticeis a hundred and seventy five questions are only consideredfor the final score and there are 25 questions, which are pretest questions or these 25 questionswill not be considered for your final score, but you would not know which are those 25 questionshence for you? Wanted question is what you need to look for because you would won’t beable to differentiate between which arethose 25 questions for pretest and which arethose 175 questions.So for you you have to attemptall the 200 questions. There is no negativemarking definitely and the examinationis developed by individuals or group of individuals. So people who have been workingin the project management area for quite some time and they have acquired Knowledgeand Skills and expertise. So these are those girls who get to participatein the examination. I remember even p.m. I approached mefor pmi-acp examination, but since I deliveredtraining program, hence, I didn’t get to participate. But otherwise if you don’tdeliver the training program and if you want to contributeactively into as a PMI that individual or the groupof people you can certainly nominate yourself or sometimes PMI directlyapproach you as well after clearing the examination as I said you willif it is a soft if use online Mission then youcan immediately see the result and you should be ableto then even we are soft copy of the certificate immediatelyafter the examination.I guess there are few hours, but that should beavailable more or less after the examinationis completed successfully. All right. So this is aboutthe examination pattern. Now, let’s cometo the examination fees very quickly will go through the feesthat you would be paying. Now. There are two options oneis computer based testing and there is a paperbased testing also available if you are Are appearingfor the paper based testing. Then your score willnot come immediately. Right it will take time. But if it is computer base, then your score willdefinitely come immediately. Now, if you seethe p.m. Experience and education we have alreadycovered this part, but what you need to understandis for computer-based exam.The charges are food0 5 and if it is if we read this asmembers and non-members. All right, so if you arePMI member the charges for you will be 4:05. If you are not PMI membersin triple five. If it is paper-basedfor PMI members 254 non-p. My members is 400 similarly. We can take a look at there-examination computer-based and the paper-based. So it’s always Wise It’s always evenif you do any math, you would know that it’s always good to dothe pay my membership to take P my membership and then appearfor the PMB examination. So if first take the membership, of course you firstcreate your account on the PMI Dot o– r– g– site you take the membership and then You go forthe PMP certification this way you will land up paying moreor less the same amount, but the most importantly youwill get membership for one year on the top of that.You will also get a soft copythe latest window guide. So that is the biggestAdvantage here right now. We can also go for the PMIlocal chapter membership. So these membership feesyou can check locally. How much are they? And as I mentioned earlier, when you renew your PMPcertification after three years, you will haveto complete 60 pdus. Professional development unitand for this 60 pdus also you can certainly take upthe courses of Eddie Rekha and these courses will help you gain those 60 pdusmost important information. I remember I did mentionthis earlier as well. But again, I wouldlike to emphasize that if you want to appearfor PMP examination, and since you have already takenthis decision go to PMI dot orgy and refer to the PMPhandbook very importantly. MP handbook will give youthe latest information about everything that it takesto know about PMP examination. Right right fromthe prerequisite to the examination feesto exam retakes, everything all the informationall the questions that you may haveabout the exam.You will be ableto get those clarified through this PMP certification. Okay, so that was paid at a high levelabout the examination and about PMI excetera. So that was justthe basic information. From that I provided so farabout the examination. I just want you to then take you through the basicsof the project management. So we’ll get startedwith the basics of the project management and then will gradually getonto bit of a deep dive into some of the areas that Ihave already told you about. So starting with the pmbok guide so pmbok guide is projectmanagement book of knowledge. Now this particular guide which is published by PMI and this is consideredas distilled version of project managementbody of knowledge. And now the sixthedition is available, which is alreadyintroduced last year and this particular 6th editionis basically the source of information now, which is referred across these PMP training courseis based on the 6th edition. And hence.This course will covereverything in terms of your knowledge areas the process groups as per thesixth edition of pmbok guide. Now Kimber guy, it is structuredtypically like this. So it will havekey Concepts Trends and emerging practices. Tailoring what needsto be done to tailor a process considerationsfor project adapt to environments Etc. So each knowledge area, you will findthese four sections. So the way this courseis designed is exactly based on the ombak guide structurewill be also talking about the key Conceptsfrom each of these processes that will be talked covering.There are 49 processes that will have and thereare ten knowledge areas that we’ll be covering. So under eachof these knowledge areas and the processes we will touchabout key Concepts Trends and emerging practices how to tailor a process andif you are implementing agile, or if it is adaptive environmentthat you’re working in then how to go about considering someof the newer Concepts from agile and adaptive environments pmbok guidethese typically structure.It will give youthe project environment technology areas roleof the project manager. So this is something that is introduced as a partof the sixth edition. It was not their previouslydo towards their but it was embeddedinto Different knowledge areas, but now roll up project manager is going to be coveredexplicitly as a part of the separate structure as a part of the structurestructure of the pmbok guide itself apartfrom the 10 knowledge areas. And of course the projectmanagement foundations you is also covered as part of this. So I would strongly recommend you after going throughthe training program at least once you should gothrough the pmbok guide.It’s always good to know. So the fundamentalsof project management and rid at least once evenit is slenderizing. The even if it isbook bigger book, but reading it once isdefinitely the Target that you should take. Okay, let’s moveon the fundamental question. I’m sure you can ask yourself iswhat is a project now since this particular trainingPMP certification training and the certification isbasically for the project. So it’s importantfor us then to learn about the definition of project. So what is there now thinkfrom the examination point of view objectiveof this training is to make sure that you preparefor the examination. So as per the PMP certification, what is the definitionof a project so project is a temporaryand river which is undertaken to create unique productservice or result. So if you take any projectultimately will get some outcome and that outcome is unique that outcome could be youwill undertake a project and at the end of the projectwhat you will get is a product.All right, or atthe end of the project what you will getmaybe a service or you will get some resultbut that is going to be unique what you will createat the end of the project. Is unique apart from that project isa temporary Endeavor. So you will always findone thing that project has a start date and the endedso project will be ended when you achievethe objectives of the project or sometimes it may happen that there isno funding available or the project objectivesare obsolete or sometimes the project is terminated. There could be various scenariosthat you may come across but definitely another attribute, which is also equally trueis Project is unique. So you’ll always find that even though Buildings that sometimes you seethose are identical but at least you will findsome attribute which is unique to each building. So that means if you see puttogether everything here, you’ll find that projects areunique they are temporary and they are undertaken tocreate a unique product service or a result.You can take exampleof IT project or an on it project. If you are developing a product and that particularproduct development that you have undertaken is for a Year’s period Withinthat one year you actually go through various phasesof the project. You could have undertakena feasibility phase. Then you have done the analysis. Then you have actually donethe development and then you have implemented it. So you have gonethrough various phases in order to build that product and by the end of the one year whatyour produce is that product which will take itto the market and then you will sell the product. So that meansin this example we have seen that what’s unique is basically that product thatyou’re producing that product.Be any product. It could be it product. It could be 90 product that you’re producingand the project that we have just saidhas got a start date and the ended we have gotone year in between and within that one year, we’re doing all the project phases activitiesand it’s a unique product that you’re producingat the end of the day as well. Right which you can takeit to the market. So, of course as we go ahead wewill take multiple examples of the project as well.But from definitionpoint of view, we need to just remember someof these keywords. That from the pmbok guide and from PMP exam pointof view projects are of course uniquetheir temporary nature and what we produce at the end of the project isproduct service or some result. Now, if you take the examplesof like projects Drive change, you will come across projectwhy they are initiated. You must be thinking about whyprojects are initiated. So sometimes projectsare initiated to drive change. I have seen that organizationsundertaking big transformation. Those transformation projectsare basically to drive change within the organization. I was part of sucha transformation project and the transformationproject was about the agile transformationwithin organization. So it was 18 months projectand that has a start date and the end date and then lot of activitieshave were undertaken as part of this project and then with an objectiveobviously there was objective that they want to shiftfrom the traditional mindset or traditional wayof working to the edge.Child way of working so that is completelya project to drive change at the organizational level right now project could be also undertaken to enablebusiness value creation. No value could betangible or intangible. That’s fine. But what is the value how value is goingto be generated in the business? It could be by launchinga new product altogether or new line of business, whatever that line of business that you would like to enterinto and you are undertaking a project basicallyto enter in to that new. Line of business and that’s going to add valueand that you can measure it. How can you measurethat value obviously value could be measuredin the form of the benefits that you’re goingto realize once the project or that product isin the market. All right. So sometimes that value could be intangible by launchingthe product service or result.You will be able to achieve thecustomer satisfaction sometimes not everything is measuredin the form of value. Right? So customer satisfaction can bemeasured in the form of Value, but definitely when you achievethe customer satisfaction, you can generate more businessout of the satisfied customers and you can even do the crossselling of the product. So that’s the intangible benefit which is difficultto measure but there is definitely a benefit that we can show so sometimesprojects are undertaken just so that we achievethose intangible benefits. There are also projects which are initiated sometimes tomeet the regulatory requirement. I have worked on manyregulatory projects now some of Projects were initiated so that we can fulfillthe regulatory requirements of the customers.Alright. So for example, there are certain like if youwork in a banking industry, there are certain reportswhich needs to be furnished which needs to be submitted to The Regulators nowan IT project is initiated so that those reportsare produced out of the data, which is gatheredfrom all the it systems across Banks it organizations. It’s a captive organizationtypically and you get data from multiple. Apple it systems and then that data is ultimatelyused to prepare various reports which are then submittedto The Regulators.So that means youinitiate a project so that you can fulfillthe regulatory requirement or legal or social requirements to satisfycustomer requests or need as I said that sometimes we initiatea project outer periphery Quest that we receivedfrom the customer. So sometimes productis already there and now you are gettingthe change requests just so that we can make enhancement to the productsthat we are using. We also initiate the project so that we implementor change business or sometimes technologytechnology is another change that I have seen suppose if you want to gofor the evergreening project. So that’s where you actuallydemise the old infrastructure and you are upgradingto the new infrastructure. So that’s purely because ofthe technological advancements that have happenedin the market and I’ve seen that companies are investing a lot of money in changingtheir technology stack, especially with the devopscoming in every company wants to to makethemselves devops ready so that they can establishthe continuous integration continuous deliverypipeline build Pipeline and then deploy morefrequently to the customers so that they can capitalizeon the deployments that are happeningor they could be also created out of the let’s sayyou want to improve a product or release some fixes Etc.So even those could also bethe reason why the project gets initiated so projects as you can see here the project could get initiateddue to various reasons. Since some of the exampleswe can take here which are specificto these categories that are listed down. So first could be developinga new product service or a result. So let’s say you are workingin an automobile industry and there is a strategic Vision that you are ownerof the company has to manufacture a car which is priced atleast the cheapest car.So that’s the Strategic Vision that you are ownerof the company has and with that vision. You then start workingon a product. So that means youundertake a project which will produce a productto fulfill that Vision. All right, and that visionis to manufacture a car with what I would saythe cheapest car in the market so that cheapest carin the market to manufacture that obviously forthat product to manufacture.You will undertake a project and that project may runfor three years for two years or even four years depending upon the complexityof the project Etc. But ultimately whatyou get at the end. Of that project is that productwhich is cheapest right? You may succeed or youmay fail in the project. That’s a different thing. But ultimately the outcomeof the project is some product or it could be some service. All right. So if you are launchinga customer care service, let’s say you wanted to you areinto a call center business and then you are providingservices to your customers. So there are varioussuch a services that you could introduce andjust launched those Services.You could undertake variousprojects or they could be see some result immediately that we may get asa result of the project that you have undertaken. It could be affecting a changein structure process Staffing or style of an organizationhave seen sometimes that a projects are undertaken so that the structure of the organizationMay undergo a change or for that matterthe process Improvement.You must have seen a lotof process Improvement projects. So I gave you exampleof lean Six Sigma project which are undertaken so that we can makethe process lean. We can enhance the productivity. Etc or I have seen eventhe projects are undertaken to reduce the costassociated with staff. So maybe you undertake a project where in the solution is to put the roboticprocess Automation rpas and through our PA you are actually cuttingdown the staff cost. So that’s another exampleof a project. So as to introducechange projects are also undertaken for developingor acquiring a new or modified information system. So you are procuringnew hardware or software. And so sometimes those arelike infrastructure projects which are undertaken just so that you replacethe old Hardware which is no longer supportedby the oems of those Hardware’s whom you bought that Hardware or for examplesoftware so lot of ever grinning as I said, sometimes if the softwareis not supported you would like to either upgrade that or you would liketo change the solution.One of the biggest reason for this could bethe security issues. You want to protect yourselffrom the security threats that These days we see coming through the anotheropportunity is conducting a research efforts. So we conduct our researchefforts and obviously what we get at the end of that research effort issome outcome construction. I think this ispretty straightforward. You are constructing a bridgeor your maybe you’re setting up an industry or it could bea big turkey project that you’re undertakingor for that matter. If you are changingany business process, so lots of these examplesthat you would see here.I hope with this setof examples now, it must be very clear. R2 you that projectis a temporary ND were with start date and end dateand what we get is unique and that is product resultor some service at the end that we get out of a project. So what is the importanceof project management ultimately so why we are doingwhatever the efforts that we have been talking about why we’re puttingin so much of efforts. So project management is all about applying the knowledgeskills tools and techniques, but in order to applythis knowledge skills tools and techniques first of all. We need to knowwhich are those knowledge. What is that knowledge? What are those toolsand techniques if you don’t know how would you apply and that’s what exactlywe train people on so this training actually talks about knowledge skills toolsand techniques skills. Of course you acquire as you goon applying the knowledge, but for that you needto know what kind of skill set are required now, it is also required because there isa Cutthroat competition that’s there in the market.So if you want to prove yourself that you are differentand that you are char. Sharp and at the same timeyou have got those skills that are required to be there. So as to be effective so that you can effectivelymanage the project and not the poor project managerfor that matter. So how would yoube able to distinguish that so there are there arecertain things, you know that are required here actually, so effective manage project which actually helpsindividuals groups public or private organizationsfor few things for sure. So one is of course meetingthe business objectives. What are the business objectives that you havevisualize yourself? For that you have actually drawn so those business objectiveswill be achieved. So as I said manufacturingof the cheapest car if that’s the Strategic Visionwith which you have started the project you achievethat business objective by the end of the project satisfystakeholder expectations. So you deal withn number of stakeholders on the project again, depending on the complexityof the project.So how would you satisfythe needs of the stakeholders the expectations ofthe stakeholders the changes that they are requesting so you’d be able to do that if you do it effectively and Overall chancesof success will go up most importantlymanaging the constraints of project you’llbe able to manage project constraints effectively if you have those skills, and if you have that knowledge and risks is anotherimportant key area.How do you manage risks? So you will be ableto learn to manage risks through the differencetools and techniques that will be covering as a partof this training delivering product on time is the keyto successful project as we always saywe have project constraints. Of course, we’ll betalking about those and those Constraints we needto keep on mind and ensure that we are delivering the project withinthose constraints of the project when you begin workingon the project, you will come across multiplechanges from the stakeholders.So if you dont knowhow to ban a change effectively, you will struggleto accommodate that change within the projectthat you’re working on and therefore in orderto effectively manage project. You need to have the skillsand tools and techniques poorly managed project wouldcertainly lead to multiple. Age here, therecould be a failure in achieving the objectivesMiss deadlines cost overruns. We come acrossthe situations, right? Whatever the project budgetthat is given I have seen sometimes project managerland up paying more or land up spending more thanhow much is the budget given or they could be a compromisingthe quality of the outcome that that is being produced or they may land upin doing lot of pre-work and rework is a vest and that requires a lotof money and all these lead to unsatisfied stakeholdersfor that matter.So therefore project managementis definitely very important. And hence. We need to learnthe associated knowledge and the skills that are requiredto manage project effectively. And obviously we need to also know what arethe tools and techniques that are required and most importantly we needto be using the right tool and right techniqueat right time. So that’s what is going to be covered as partof this training. So we’ll be covering eachand every processes and we’ll be covering the eachand every tool and technique that is required.Now if you see project managermeant as a methodology of each organization, I have seen they have donesome sort of customization. It’s not like they may followwhatever we are going to talk about as it is. So this is goingto be always customization. So templates I have seenevery organization will have their formats if will havetheir own templates. There will be a policies around how to manage vendorsthey’ll be policies around how to go about doing the humanresource management Etc. There will be certainprocesses over and above what we are going to covered which are Specificto the organization as well and there area lot of guidelines that are available as well. But most important thing is when we talk about a methodologywe’re talking about we should be able to plan projectproperly monitor it properly and control the project properlywithin the organization and to do that what is required is goingto be covered as a part of this training. So PMP certification training will actually cover the projectmethodology as a whole and that will give you an ideaabout what kind of Late, I should be using when I putor when I start working on the project Charter orwhen I create a business case how I should be goingabout doing that or what policies I should beno bare minimum policy.I should be havingright what kind of a guidelines I need to follow when I am doinga particular thing. So from project managementmethodology point of view. These are some of the areas that are needs tobe looked into now. Let’s move on to oneof the most important points, which is about constraintsof the project. So we called as compensating. our project constrains if you ask me how the project managersperformance is revived or performances judged Iwould say it’s based on how that project manager is overall managingthe constraints of project because every projectwill have these constraints when I’m saying constraints, what does that mean actually, so there are these sixconstraints that we talked about scope time cost quality risk and resources nowthere are constraints because If you changeone at least one other will get affected.If you increase the scope of the project obviouslycost might go up right if you don’t increase the cost, and if you’re just increasingthe scope risk might go up and quality might go downright at the same time if you reduce the time, if you want somethingto be deployed early or finished early. They’re obviously we needto increase number of resources. If you don’t increasenumber of resources, then it’s going to cost you either you’renot be able to complete. All the scope or you will not be ableto achieve the quality that is expected to be there. So you have to play aroundwith these constraints. So effective project managerwould know how to deal with these constraintsand most importantly if there is change to anyof these constraint.It’s important to go back andupdate the relevant documents that are being created. So could be a scope managementplan risk management plan or Resource Management plan. So we need to go back and updatethese documents as well. If there is any changeto the constraints, right, so from that point of view, these constraints are veryvery important to manage and this constraint isto be managed from the point of view of the stakeholders. They should also be satisfied because if the scope isnot fulfilled your stakeholders might not be then satisfied. So, how can you deal with the scenario whereinyou are behind the schedule that means either you haveto reduce the scope or you have to delay your project by maybea couple of weeks, so you Are in sucha situation then how would youhandle this situation? And that’s where the projectmanagers skills and knowledge will come into picture.So how can you go backto the stakeholders and understand the importance isit scope delivering is important as it is or is it the schedulethat is important? Like when I was workingon a regulatory project. So from The Regulators point of view most important wasdelivering it within the time because that timingis most important. Otherwise your companymight be find you will have to pay the regular. Finds so from theschool point of view. We had to go back andreprioritize the scope items. So they were certain scope items which were just good to have sowe had to really drop them off and whatever rest of the scope items wehave then taken them ahead within the available schedule.So what’s importanthere is to understand how you can make useof this constraints to the best of your knowledge and to go back and negotiatewith the stakeholders. All right. So I have now I have made itclear the most important thing how to dealwith project constraints and we’ll talk about nowthe project program portfolio and then OPM as well. So talking about projectand strategic planning. So let’s get startedwith the project and strategy planning forced. So typically what happensif you talk about a program, it’s always made upof multiple projects and a portfolio would have projects and programsput together and then that’s how Lately, everything is aligned with theorganizational goals objectives or whatever the Strategic planthat is created.So I gave you this example of if you want to manufacturea cheapest car if that is a visionhigh-level strategic plan that is created then probably you might need to runmultiple such a programs and the projects because it is a complexproject altogether, right? You will have to learnrun multiple projects and this program would includelot of components in it.It okay. So component wouldbe there could be a vendor management activities that needs to beseparately handled they could be active days. We’re in establishing a planwhere this assembly line. For example where this carwould be manufactured or for that matter. There could be another componentall together in order to Source the materialthat is required in the cost that we’re lookingout for that’s another component altogether. So based on these components, then you would form variousprojects Within These itself. What setting upthe assembly line could be a project in itself? All right, so procuringthe material right or sourcing the windowsto procure the material just in time could beanother project in itself. So that’s or typically happens. You have somestrategy guide line. You have a some strategic Visionor a plan for that matter that triggers variousprojects and programs and then all those becomesa part of the ultimate portfolio at that levelthe overall government.Science is managed. So program and the projectmanagement will ensure that the programs and the projects are managedin a right way. So that is very very important. The most importantthing is you need to categorize these programs. So for example, you have the programswhich are similar kind of a project should bepart of that program. Of course, we’ll take exampleas we go ahead but portfolio managementalliance with portfolios. So what we can do is that probably we can takeexample and then you would be in a position and then we can come back. I can also seewhat exactly we mean to say. So this particular example isto understand the difference between project programsand a portfolio. So at a portfolio levelwhat you’re basically deciding is so that’syour maybe strategic plan. You’re planning to putup a new line of business in the organization. So strategically,that’s what you have decided so you could run a marketresearch project for that. Okay, so would it bereally feasible to go ahead and set up a new line? Of business altogetherso you’re doing a market research activity, which is a separateproject in itself.Now if you seethe kind of programs that I might need to create under this portfoliowould be marketing. Okay. So here I am setting upa new line of business. I need to think abouthow am I going to Market that then I wouldalso need to think about the applicationdevelopment as a separate component altogether then content developmentwould be there. So I would run these three different programsand under these three different. Grams, there could bemultiple projects running like under marketing. I would have a product launch asa separate project altogether. So all the activities that are pertainingto product launch would then be carried outunder this project or New Market development wouldbe another project in itself. So these couple of projectswhich are related projects which are in a link projectwould then be clubbed with this component which is marketing asa program similarly for the application development. I would look intoVarious things as well.Like for example, I would thinkabout a web application Android and the iOSbased application as well. So there I would Clubthese related projects under this program, whichis application development. So this will actually ensure when I complete allthese three projects, I’ll be able to complete theapplication development program as a whole similarly in caseof content development. So I would need to lookfor the content now my project could be classified based on. We class 1 Class 2 class3 class for contents. Okay. So this is just one exampleone representation. You could do itmultiple ways as well. There are multipleways to do that. But this is one way which will give me a bettervisibility better opportunity to establish a proper governanceat the portfolio level and thereby control what’s going on in eachof these projects and programs if we talk about operationsoperations will focus more on the ongoing activities and operations willcome into picture.Once we launch the for example, once the application is builtand it is launched. Then the operationswill come into picture until then you are actuallyworking within the project itself or program. So project inoperations May intersect. This is very importantto understand actually so we have seen a project now, we have seen operations as well operationwill come into picture once you launch the product or a service into marketand then you start supporting that then you startmaking enhancements or then you start supportingthe customers Etc. So what is importanthere is that though? Operations team will takethe full control.Once the productis in the market but that intersection happensat multiple points. And which are those pointswhere the intersection happens. When is of course Whendeveloping a new service or product you need to involvethe operations team as well so that they would know that something like let’s saythe web application is coming on their way for supportyou could also do that when you improvethe operation so sometimes what ins when there is an existing applicationand then you’re enhancing. So again, you engagethe operations team as well most importantly at the endof the product life cycle. There would be a proper handover between the project team and the operations team so that Handover hasto happen properly and we need to pass on allthe relevant documents to them and at the end of each phase closure we need to alsoinvite the operations team so that there isa proper handshape happening and they are not engaged onlytowards It in the project.So some of these things isto be taken into consideration. So I hope this examplemust have given you a fair idea about program project and how a typical strategic planinitiate the launch of a program and a project so project programand portfolio is clarified. So portfolio, which is typicallyat a strategic level. So this is where the collectionof projects or programs happen. We have just takenone example here and they are basically grouped together so that we Canfacilitate them effectively from overall governanceand management point of view which will ultimatelyhelp in achieving the Strategic objective. So in earlier example, the Strategic objective was tolaunch a new line of business. So that’s how it is program is where we collect projectstogether and they’re definitely interrelated or sometimes theyare interdependent as well. But most importantlythe obtain benefits which are not availablefrom individual components. So if you see onlythe web application will not give as Much benefit as even when you addthe Android app or iOS, so when they put togetherthen application development as a program will delivermuch more benefits multiple interrelated projectsneeds to be run parallel.So sometimes theyare done parallelism times. They are also dependent right so they could be run in seriesor they could also be run in parallel now projects. They are generallydependent on each other and serve a common outcome. So if you see typically is that lets say class 1 and Class2 You could be a bit of a dependency as wellin terms of content. Okay, baselining or all deliveryfor that matter or they could be a bitof a dependency between what you are developingas a web application and then Android and iOS, so generally that’s what is observedwithin the project. So we need to ascertain what’s that dependency leveland we need to manage that dependency leveleffectively as well when you are workingon project and programs. All right, so movingfrom there all together. So we just covered up what is a project program and portfolio and we have takenone good example to classify this to differentiate this and as we progress we’re goingto take more examples as well.So organizationalproject management. So if you see the Opium, so this is specificto the organization now we are talking about now. This is a framework where we talkabout project program and portfolio management. All this is integrated so that we can achieve Leavethe organizational objectives ultimately and for that reasonit’s basically integrated. How does this work? If you think from theapplication point of view now, so you have project program andportfolio management knowledge and now you’re applyingit and that’s where the organizationalobjectives will come into picture. So you have a strategy right. So we have taken example herethat we have some strategy which is launcheda new line of business.All right, and then you decide theportfolio value decisions, okay. And we have the businessimpact analysis is done program and project resultsare delivered operations will start here. Okay, the value performanceanalysis is carried out right from identifying the strategy because value willstart coming in only once you launchthat line of business, so programs and projectswill be a part of this section and then there’sa portfolio here. Okay. So what we need to understandis that same example, you can apply here as well. So in order to achievethe strategy objectives of Lon Launching a new line of business then obviously youare aligning with the portfolio which are the portfoliothat you working in there are multiple projects and programsthat you are running here.Okay, and once youcomplete those programs, you will be able to then deploy that to the production teamor to the operations and support team. And once they are out in the market then onlythe value will start coming in. Then you startmeasuring that value. So in the beginning itself, you create a sort ofthe business realization plan. Are the businessBenefit Management plan and you try to measurethe business benefit against that businessbenefit measurement plan. So this is more or lessthe same thing as what we covered earlier here. We are just trying to put itin the form of oh PS. All right. So let’s just move onto Embark guide now since we are just talking aboutPMP certification training here. So we need to also knowa bit more about pmbok guide and how the pmbok guideis structured so weak. We did Coverthe high level structure but there are a few more things that we need to knowabout pmbok guide specially at the component leveland at the same time how these process groups theknowledge areas the processes how they are alignedhow they are interlinked.So let’s talk a bit moreon these quickly. So I’m just going to take youthrough each and every component very quickly. So Project Life and phase. So what is Project Life Cycle? Ultimately Project Life Cycleis nothing but contains series of phases. You must have seen For examplesdlc so Project Life Cycle, which is softwaredevelopment lifecycle. Alright, so whenthe software development life 7 the software is built we gothrough various phases. Alright, so those phasesthey happens in series. So we have got a phase calledmaybe the initial assessment that is turn feasibility. We called as so initiation we can call them as sothen we have requirement and then we have was you analyzethem create design, right? So you built you test it deploys all these are nothingbut your lifecycle phases then the project phase so project phases collection of logical relatedproject activities.So you could differentiatebetween the Project Life Cycle and the project phase as well. So Project Life Cycle is a verygeneral quick at a high level. So for examplefeasibility is one thing or analysis is another phase or implementationis another phase. So from the Project LifeCycle point of view, the project phasecould be requirements Gathering so you have gatheredrequirements, which is, you know, logicallybased on the activities that you’re performing. Or design which is again activity of Designingthat you’re performing.So we just we can differentiatehere in line difference that we see then theseare specific to project. These are very generic thenwe have a face Kate so which is a raviv that happens typicallyat the end of the phase. So once the requirementGathering is completed as a phase then we produce a document called as requirementspecification document and that is revived. So that is my sortof a milestone that I can say that I achieved by the endof the requirements. Face and that needsto be relieved then which of coursemay get modified later if acquired that’sfine project management process. So this is now if it isa process they’re obviously typically process hasseries of activities which are you know, interdependent and then which you perform to achievea specific objectives.So here also for example, if you take example of let’s saya communication management plan. So when we work on thecommunication management plan, ultimately our objectiveis to create an approach. How are we going to communicateto all my stakeholders in the project thatI’m working on? So that’s how to be great happens the projectmanagement process group. So again, when logically the groupingof project management inputs tools techniquesand output happens, you know, so thatparticular group you can Define it as a projectmanagement process group. So in PMP here we have these five groups initiatingplanning executing monitoring and controlling and closing. So these arethe five process groups. That we have. All right. So, of course, they cut across allthe phases of the project and they are going to bea going to be there actually. So when you are starting rightfrom the feasibility of the project you would again you would haveto initiate the feasibility you would have to do planningfor the feasibility. You would have to executethe tasks with invisibility.So that means these are not phases what I meanto communicate here is that initiating planningexecuting are not the phases of the project but these are the process groups and Process groups would fallin each and every faces now, what are the knowledge areas. Now, these arethe basically ones that are identified areasof project management. And these are the areasof project management where we basically learn aboutthe different processes, right? We understand thedifferent inputs outputs tools techniques from eachof these knowledge areas. So if you talkabout any knowledge area if you pick up, okay, so you would need to thenunderstand what are some of the tools techniques Xand the inputs and outputs. So let’s take an example here. So I’m also going to giveyou the idea about some of these exampleswherever possible. So I use this asa supporting material. Okay, so that we can you know,take some examples. Alright, so startingwith Let’s say the plan scope management is one of the processes thatwe talked about here. Right? So plan scope managementis basically one of the knowledge areasthat we talked about and under that there are inputs toolstechniques and output as you can see on the screen.So these could be the inputsfor planning a project Charter then various plans like quality management planproject lifecycle description development approach excetera. So these are my inputs to thescope management plan what tools and techniques can I use when I do the scope managementone is of course, I is expert judgement as well asI will do alternative analysis. So as part of this training, we actually coverwe take a deep dive and actually come up with examples in terms of howto do the alternative analysis. So we try and cover someof these examples. We actually coverthe scope management plan and I will be tellingyou guys, you know, how the scopemanagement plan looks like and what role should be what are the componentsof the plan and what needs to be addedinto the plan as well? Similarly. What do we expectout of this process? So By the endof this particular process we should get the scopemanagement plan in itself and we should also getrequirements management plan. Right? So this is just one example of the projectmanagement knowledge area. So scope management is oneof the knowledge areas.So this entire trainingPMP training is based out of these knowledge area. So we’re going to cover allthis technology areas and under each and every knowledge areawill be talking about tools and techniques and inputsand outputs, right? One example, I justnow gave you okay. So this coversall the components. No talking about life cycle as you can see hereProject Life Cycle. It would have like startthe project you do a bit of a planning then youactually execute the activities and then you end the projectnow this process group as I said earlier will be a part of all these phasesof the project.Okay, because for planningwill have to gain initiate the planning activity will have to actually dothe planning then we have to execute that plan Etc. Right. So that means this is goingto be Flatly a part of this there areten knowledge areas, right? So for example Communications management stakeholdermanagement scope management, right risk management Etc. There are 10 of theseand these 10 knowledge areas. We will cover each and every of this knowledge areawith many examples and actual artifacts as a set. Okay, then therewill be a phase gate like we took one example hereproject phase Etc timeline.Okay. So this covers everything that I supposed to be coveringas a part of pmbok. guide Okay, solet’s proceed for now. So we have project lifecycle and product life cycle will justquickly take a look at this. So Project Life Cyclewill have this phases as we already spoke about so we have a feasibility analysisdesign implementation Etc. This phase is you could namethem based on the industry that you’re working on and this phase isthe whole idea of working in this phase is basically that I can certainly lookforward to some Milestone at the end of the phase. So when I completevisibility I would know that whether it is possibleto continue working on this project or not.For example, the product that I will be working onwhether there would be Market available or not know asabout of the feasibility study, whether the solutionthat I will building would it feasible to buildthe solution or not? So all this feasibility study, I would do from the pointof view of whether it is at all possible to makethat product or not. Okay. So all that I would do again technical feasibilitybusiness feasibility. So all these aspectswill be covered as part of that. As I said that Project Life Cycleis based on the industry that you working inif it is just an example. If it is it softwareindustry then typically your Project Life Cycle would be like requirementsGathering phase analysis design developmenttesting implementation. These are the phasesthat we go through. Okay similarlyin Pharmaceuticals. It will be different in construction will bedifferent in Industry that you are working onwith could be different. But ultimately at a high levelthese phases will Give us some framework to workthrough and we go on achieving the milestones and most importantlythese phases will help us in establishingthe project governance as well.Now these phasescould be done sequentially or they could be overlapping so it depends on the phasethat you’re working on. So face-to-face relationshipcushion ship could be as you can see andif we are doing the overlapping then it’s alsocalled as fast-tracking. So there are Conceptslike fast-tracking and crashing. So we’ll be coveringthis concept as part of the Your trainingand stay tuned. I’m sure itwould be happy to know that there aretwo different ways through which we can actuallymove the project term little bit faster. So by doing the fasttracking or crashing, so what is fast tracking andwhat is crashing the project is what we will be covering as we proceed now you haveto stay tuned for that, right? Okay. So we just coveredabout the project. Now. Let’s also quickly talk about the product life cycleand try to understand what is project and the product.Life cycle very quicklyNow understand one thing the Project Life Cycle could bea multiple Project Life Cycle within the product life cycle. So once you havea product, right, this is a product life cycle, you can undertakemultiple projects, but when you create a productfor the first time, so you have one such project that you have undertaken rightto launch that product right? So the same exampleif we have to continue, right? So let’s say you have launchedor you have kick started that project to comeup with a cheaper. His car in the market. So that was your idea. Right? And then you startyour project you had gone through different phasesof the project and then you introduce that car here.So you have taken up one projecthere and then your outcome is of course the productthat you’re launching and then the productlife cycle starts here. So products type cycle typically goes throughthese various phases, right? So you have introduction phaseso car is there in the market and then this is cheapest car. So of course, he’s got a sales then you are in a Growth phase and thenafter a few years you realize that because thereis a competition or other cars are also coming up and because even others havestarted realizing this market, so then the maturity level is what slowlythe product starts achieving. This is where youare selling at Peak and then because ofthe competition Etc yourself start declining right and then gradually you stopenhancement on that product and then you just sellwhatever is selling and then that’s how that product ends.But during thisentire product life. You might do multiple projects. So for example, you are enhancing the carby doing the multiple project. So you are doingthe face-lifting of the car, right or you’re doingcomplete makeover, you know, we’re in you’reactually doing changes you’re doing in the engineswhen you’re at a growth phase. You are actually undertakinga project wherein you would like that car to maybe dosome sort of changes so that it will appealto young crowd Young Generation, depending on yourmarketing strategy. Depending upon what’sdriving this growth, you would undertakemultiple projects. So you have taken up a project and the outcomeis the cheapest car that you launched in the market. And now we have product lifecycle started and within that product life cycle. There are number of phases that you have going throughand then you are undertaking multiple projects withinthe product life cycle in order to ensure that you keep up the sale ofthe product as much as possible.So that’s typically thedifference between the product and the Project Life Cycle. All right. Now let’s move onto the next topic which is about understandingthe types of development Cycles. Now, I’m sure someof you may have already read about these life cycles. Some of you may have workedon different life cycles. So we’ll just touchabout all these different types of life cycles and I’ll also try to giveyou some generic examples and we’ll try to also takesome specific examples.So you may have comeacross various life cycles, like predictive life cycleor adapt to life cycle. All and in fact,there are combinations. So sometimes predictiveand adaptive way of working is combined and then it becomes a hybridlife cycle apart from that. We also builtin an iterative way and incremental way. So we have iterative andincremental life cycles as well. So let’s start withthe predictive life cycle. Typically what happensin a predictive life cycle. Now, you will agree that the best exampleof predictive life cycle is waterfall because inwater for life cycle, what happens is that @v to affront planningand water for life cycle as you may be aware already and you may have workedon waterfall way while working on softwareproject specifically and if in case you are not workingin software projects, then also in the traditionalway of working.Typically, we always doThe Upfront planning. So we spend good amount of timein gathering requirements in defining the scope of frontand based on that scope that we have defined we come upwith the schedule how much time this project would take taketo complete and accordingly. We also derived the cost that is requiredto complete a project. So that means allthese activities we do a front and therefore it’sa predictive way of working. So the best example isthe waterfall life cycle where we do a front planning and then we havethese different phases through which we actuallygo through in order to build that software product.So there are various phasesthat we talked about as a part of water for life cycle like starting with weinitiate a project. Then we spend good amount oftime in gathering requirements. Then we do analysisof those requirements and based on the analysis. We start working on design partand on design again, we create high level designlow level design Etc. And then we startactually built activities and then we test the softwareand then it is deployed for use.So that means all these activities are actuallyplanned well in advance because we create a frontdocument for requirements. Nations similarly based onthat we do a front analysis and planning Etc. So it’s absolutelya predictive way of working or developingthat software product. And therefore it’s pretty clearof life cycle water for life cycle. The another type of life cycle that we can talkabout is deductive life cycle. So this is going to be definitely different thanthe predictive way of working. So here the detailscope is defined but that’s defined typicallyfor a particular iteration. Ian now this iteration is nothing but a specific durationthat we are talking about. The duration of iterationcould be anywhere between one to four weeks.So you may Define that in the beginningof your project itself. So let’s say in your projectyou all agreed as a team that you would like to haveiteration duration of two weeks. So what you will do essentiallyis that in adaptive life cycle, you will Define the scopeof the product that you’re buildingfor that two weeks. So whatever that you thinkyou could Within two weeks you identify that as a scopeand then you agree to that. So that means you builtthose features within two weeks in the iterationthat is agreed upon.And again the next iterationyou will pick up next set up requirements or features. So by this way, you will actually go on building the software nowthe advantage over here is that we have gotmultiple feedback Cycles Because by the end of every iteration we go back tothe customer and ask, you know, what is good in it. What could be Improved Etc. So that means we get to adapt as per the requirements or asper the changes that are given by the customers. And therefore this ischange Driven Life Cycle or adapt to life cycle. And this is typically used evenon the agile project as well.Now there is alsoa hybrid way of working where and we do a bitup of front planning and we also respondto the changes that are coming on the project. So it’s a combinationof predictive life cycle. Where in we are doing bitof planning, maybe four. It is one year project. Then you are doing betterfor planning for three months. And then you are also buildingiteratively incrementally at the same time. We are showing the demo tothe customer taking feedback and then buildingor responding to the changes that are suggestedby the customers in the upcoming iteration. So this way what ishappening essentially is that you are not only doingThe Upfront planning, but also you are respondingto the changes or suggestions given by the customer.So this is trulya hybrid way of working and therefore it’sa Hybrid life cycle now one of the example of hybridlife cycle could be framework, you know or disciplined agileis one of the way wherein it actually covers about bitof a predictive planning at the same time. We also adapt to the changesthat are shared by the customers so that could be oneof the example of the Frameworks or the life cycle point of view the disciplinedchild now moving on to the next to life cyclesfirst is iterative out of those to the iterativelife cycle again here.Also, as far as the projectscope is concerned we determine the project scope early inthe Project Life Cycle itself. And what typically happensin iterative lifecycle is that we have these iterations so development happenswithin the iterations and then we go and building the productin chunks small chunks. We pick up a small chunkof the product we built that in iteration.And again, we move onto the next iteration again, we build the nextset of features. So this is how we kind of,you know, go on building. Over the incrementsthat are produced out of these iteration in asuccessive fashion incrementally when we workin incremental life cycle. What happens is basically againdeliverables here are produced through series of iteration. So in both the cases, you will find one thingin common is iterations. So iterative life cycle,we built it in Cycles. However, in incrementallife cycle, we built on the previous chunk or we built on the previousincrement of the product. So, of course,we’ll take an example probably.I think I’ll should takeyou to this. Sample is very nicely explained the iterativeand incremental way of working and how we combinethese ways of working when we start workingin an agile way. So I came across this blogand I found this very useful and this block which is writtenby Stephen Thompson, and he has nicely explained about iterative andincremental way of working. So for example, if you have to paint Mona Lisa picturein an incremental way if you go so typicallywhat happens in incremental As we just saw we builtit in small chunks. So you just pickup a small chunk, which is in this case.Let’s say just a phase and then you paint itin this iteration. All right. So if there are three iterationsout of these three iterations you have basicallypainted just a phase then on the top of that nowthis is my first increment that I produced out of this iteration nowin the second iteration, I am going to buildon that increment and then I’ll extend the picture. All right and in Thirditeration I will built on my previous increment that I’ve created and this ishow I complete the picture. So in the third iterationI built the remaining part of the picture. So this is how I actually go and buildingon the previous increment that I have createdand incrementally I complete if it is a software productthen you just go on building the features or depending on the kind ofproduct that you’re working on. So this is incrementalway of working. Now what happensin iterations again a front you have decided Added that you will be building thispicture in three two relations.And then one by one you just go on enhancingin each and every iteration. So maybe in the first iterationyou have just created a high-level architecture anddesign in the second iteration. You sort of try to startworking on few features. And then you againenhance those features As you move aheadin the third iteration. So in iterative way webuilt it cyclically, okay, and then we just goon of course we go and getting the feedbackand then we go on improving. I found that as well. So that’s how withinthese three tradition in an iterative way. I could completethis picture as well. So just by changingthe approach the way you work changes definitely drastically and when you combineboth these approaches then I think this isthe best way I would say because this is what we doin agile in a child we built incrementally and iteratively and thereforethe biggest Advantage is that at a particular iteration we can also think of deployingthat product in production or maybe we can start usingthose features as well.So as you can now see inincremental and iterative way, we not only are talkingabout the features that we would liketo focus pound. But also we are also consideringthe high level design and the architecture and then from there Ihave started at the same time. I have also built certain features in the first iterationin the second iteration again, I’m going to builton the increment that I’ve createdat the same time.I am also able to provemy target level architecture. Early during this life cycle, which certainly helps mewhich gives me better confidence when I move ahead through this iterationsin the third iteration. If you see actually I’m evenbetter in terms of my design and architecture overallat the same time. I could completemy feature as well suppose if tomorrow I decide to put this just a face paintings thenI should be able to even do that because that is ready. So this is how I goon just building it in iterative and incremental wayand with continuous feedback. It’s going to only help mein responding to the changes that are comingthrough the customers or the stakeholders. So this is how incremental anditerative way of working helps. So if you seethe predictive life cycle, if you just removeat this point in time, then rest of this life cycle, you’ll find with definitelyuse it in an agile way the up to hybrid incremental iterativeand some part of predictable.So we use as I mentioned especiallywhen we work then hybrid way, so this is about Thedevelopment life cycles now, we’re moving to the next topicwhich is about phase gate. Now. If you see phase gatewhat is a phase gate? We typically work in phases. We are talking about a project. Right? So project will happen through various phasesof the project phases. And as a part of the phase gatewhat typically happens is that the project performanceis always compared with what’s documentedin various project documents. You will come across documentslike business case or project. Under the projectmanagement plan or benefits management plan.And we createdcertain things there. We may have put up Milestonesof the project over there or we may have put up half. The benefits would be realizedon this project. Once we deploy it in production. Once my customers startedor start using it. So I need to then comparethe performance of the project with what is mentionedin these documents. So as a part of the phase, that’s what I do typicallyand these things actually helps me in taking certain decisions. Which of course takethe example, but for now, what we’ll do is that let’s take a quick exampleof project Charter or project management plan. So you may have putup there as a part of the project management plan that you would be completingyour requirements Gathering the start date and the end dateand what you will get as an output is requirementspecification document.So this is what you have agreedas a part of your project management plan underscope management activities. So when you proceedworking on the Project. We look back and check as a partof the project performance whether we completedthe requirement phase or not. And when we completedthe requirement phase whether my requirementspecification document has it been created has itbeen approved by the stakeholder or not and basedon the overall progress. Then we make certaindecisions like for example, whether to continueto the next phase so if in case depending upon againin which phase you’re working, so if it is a feasibility phasethat you are at so you just Right some project idea and then you startedworking on it and you’re doing the feasibility whether can we convert this idea into some product which wecan then sell it in the market. So at the feasibility stageitself you realize that this canbe materialized maybe because of certain reasons.So then you may decideto not to continue ahead of it. Right? So these decisions are takenbased on the phase Gates another decision couldbe continued to the next phase. So if your idea is going to work if it is feasibleto be implemented then you might just Just workon a business case and they will just startworking on a project. So you’ve just decidedthat let just continue working on it and let’s move onto the next phase where we actuallycreate a business case and the benefits management planand then the sponsor will create that and then we’ll hand it overto the project manager who will then workon the project Charter or sometimes this yearcould be to end the project.So at the middleof the project at times if the business objectiveitself has changed then at times it could also be I did to end the project thenand there itself. So for example,there was some regulation you do which we startedworking on a project. However, we realize that that regulationitself is no more now valid and we don’t need to nowbook on any changes which were triggered asa part of that regulation or maybe the compliance activity so we could justend the project then and there itself or wecould just remain in the face and we could extend it. So if you are in requirements, and if you’rebehind the schedule or if you’re not able to To achieve what you have put upas a part of the plan.Then you might needto then extend it or might you agreeto extend that plan as well or you could also repeatthe phase or elements of it. You could extend it. You could repeat it. So these kind of decisions are taken based on the phaseGates that we agreed and that we have put themin these documents. These are the project documents and these aredefinitely important. So moving on to then theproject management processes. So let’s try Understand first what is a process and sure you must have workedon N number of processes and if you actually see the typical wheneverwe work on a process, we always come across thereare some series of activities that are mentioned in a process and we have to performthose activities one by one and these activities areinterdependent on each other whenever we work on any process there isalways a predefined objective that we try to achieve.So if it is a requirementsGathering process, there is a predefined. Active that by the endof this process I should be able to produce a requirementspecification document which will then be analyzedfurther in order to create a design of the productwhich I’m working on. So there is alwayssome predefined objective like whenever we even start working on a projectthere is some objective that you have on mind. It could be that product service or result as an outcomethat we talked about. So that’s a processyou take any process. You would alwaysfind these care. Two sticks of a process. So whenever we workon any process, we always have few things that we need to reallytake into consideration.Like they would always besome inputs to the process where we work on a process. We need to referto some of those inputs. Then we always use certain toolsand certain techniques which actually helps us in working throughthat process efficiently and we always havesome outcome, you know, so which is certain outputs that we get at the endof the process when we Beat that let’s take a quick example.For example, youare working on a process which is the scope management. So as a part of thescope management process, for example, you would referto certain inputs which could bethe project Charter or project management plan or quality management plan orproject lifecycle descriptions that are giventhe development approach Etc. All this is given as a partof your project management plan. You would also referto the Enterprise environmental factors andorganizational process assets. So that you can getready made templates as part of the OPA ororganizational process assets. So these are the inputsthat I would refer to when I will start workingon the scope management. Now what kind of persontechniques can I use one of the tool and technique that I can start usingis the expert judgment so I can identify those people who have gathered scope orwhere worked on the scope before and who are kind ofsubject matter expert or who have got good numberof years of experience into that and I I’ll try totake their judgment and I’ll try to taketheir views on this.I’ll try to taketheir inputs on this. So the expert judgmentcould be a very simple and yet very useful and something which wecan do quickly as well. As a part of the technique. The another thingthat we could do is the alternative analysis so I can always look for whatare the different Alternatives that I have in front of me and then what I could do. All right, the another simple tool Icould use is conducting meetings so I could conduct meetingswith my stakeholders to Find out what are their expectationsout of the product that we are busy and even I could run surveysI could and questionnaires. So there are somany different techniques and tools I could use in orderto gather requirements as a part of the scope management and what I would getby the end of it, what output can Iexpect at the end of this process is of coursethe scope management plan, so I would havea scope management plan, which I can refer to in order to understandthe overall approach to the scope Managementin the That I’m working on what I would also get is therequirements management plan.How am I going to managerequirements overall? So it could be even requirementswhich keeps coming even after we kick startworking on the project. So, how am I goingto manage them? What is the approachthat overall? I have agreed or we have agreedas a team on this project. So this is justone quick example. So whenever we come acrossa process always remember, you’re always find certaininputs which needs to be used in order to get startedon that process.We’ll always need to usecertain tools and techniques which will helpand make our life easier and make that process efficientat the same time. There is always going to be something that is expectedby the end of that process, which is nothingbut your outputs. So what is that output that I’m expectingby the end of this process? I should beknowing that upfront. So that’s about process. And of course we are goingto learn more about process as we proceed. We are going to cover49 processes which are part of the pmbok guide. 6 Edition and as a partof the examination we should be awareabout all these 14 and processes and what happensWithin These processes, what are the different inputsoutputs tools techniques that we use and at times itmight sound confusing but once you understand the context then you’ll be ableto relate it very easy.So from there we are goingto actually move on to a bit of different topicwhich is tailoring. Now. This topic has been introducedas a part of the sixth edition of pmbok guide it. Not there earlier, but and I completelyappreciate the fact that PMI has decidedto put this topic as a part of the sixth edition. The reason is that as a project managerspecially this is very very important. This is where weget an opportunity through Implement and practicethe Knowledge and Skills that we have learnedover the period of time telling what do we do typicallyin this tailoring? So this is the areawhere we actually select an appropriateprocess tools inputs/outputs. Meek’s life cycle based on the kind of projectthat I’m working on. So it could alsodepend on the kind of project constraints. I will be coming across or kindof governance expectations on the project the culture rightor for that matter the customers I’m cateringto so project manager is the one who will be ultimately doing this and for that projectmanager need to collaborate with multiple stakeholdersin order to ensure that the process is tailoredbased on these factors that Just discussed.So every organization will have their own projectmanagement methods to suit them and provide additionaltailoring guidelines for individual projectsand bigger the organization. I have seenthe complexity goes up and specially there is lotof demand there is a lot of need from thegovernance point of view. So if you do not manage or if you do not tellher your process, well, you might land upgetting into a trouble. So it’s very important that you need to alertthe process based on the kind of project thatyou’re working on.And of constraints that you are handling and kindof Governors requirement that you would haveon your project. So to give you an example, let’s say we were workingon a project where in the complexityis very very high because there aremultiple stakeholders involved. Not only that theywill stakeholders involved from different differenttime zones as well. So we had to use certain toolswhich will help us in ensuring that all the stakeholdersare collaborating well because that wasour biggest challenge and hence we startedusing a tool. it which is actuallya Confluence and jira and that helped usin ensuring that even though our team members and the stakeholdersactually are distributed but still we were ableto perform the task smoothly and we had to make useof also the various tools as I mentioned from jira and Confluence as far asthe collaboration is concerned we have to use of coursethe video conferencing movie and you know some of these tools which actually helped us in coming togetherduring the Eating’s and the discussionsat the same time.Even if you are working out of some time zone whereinthere is no overlap happening, but still whatever the activities that you havecompleted are always updated so that when the otherperson start working the other person would know what all things that personis supposed to start working on. So this kind of a tailoringreally helped us ensuring that we sell smoothlyeven the complexity in the project was biton the tight side, especially with respectto the Tributed themes and distributed stakeholders. This is just a quick example. But as we go aheadin this training, we have taken some more exampleand based on the context. We have actually discussedout some scenarios as well and what we could use workcould work better Etc. We have discussed as partof this training as well.So let’s move on to what we discussed sometimesfor go about the process. Now, let’s understand aboutthe project management process and its crew so as I mentionedThe project management as far as the PMI is concernedand the PMP is concerned. So there arecertain process groups that you may have read somewhere or if in case you have alreadystarted reading about ombak. I then probably youmay have already read about these fivedifferent process groups and these are nothing but initiating planningexecuting monitoring and controlling and closing. These are thefive process groups that we have as a partof the pmbok guide and this process group wouldEncompass there are almost four. The Mind processes and these are like map to the 14and processes as I said.So for example initiating wouldhave two processes planning 24 executing n monitoring and controlling 12 processes and closing has only one processone important Point here, which we need to really remember and understand isthese are not the phases. Sometimes it seemsas if these are the faces. So for example, we initiate a projectthen we do planning and we execute and thenwe monitoring control. And we close but rememberthat these are not the phases. They are also called as domainsof project management from the PMI or from the pmbok. I point of view, but actually these processgroups will be a part of each and every phase.So for example, if you take a phase let’s seerequirement Gathering is a phase so we initiaterequirement Gathering then we do planning abouthow are we going to do or how are we goingto gather requirements? Then we execute that means we actually goand maybe do interviews or We run surveys or wehave focus group exercises Etc. So that execution part of itand throughout this. We also Monitor and control because we have a requirementsmanagement plan, right or we havea scope management plan. And then we see how whether we are performing asper the plan or not.So we have a monitoring andcontrolling happening as well. And once we completed thenwe close which is nothing but we actually lookfor what output. Did we get as a part of therequirement management process. So maybe you’ve gota Fireman specification document you got a requirementmanagement plan Etc. So then you are goodto close the process. So this is just a quick example, but you must have realized that all these process groupcan fit into each of these processeseach of the phases.I mean to say sothese are not phases but these are just the domains and this fitsinto various phases of the project apartfrom the process groups. We also have knowledge areas. So initially there were nine, but now we haveembarked guide the In fact, the previousEdition itself added the new knowledge areawhich is stakeholder management.So now we’ve gotten knowledge areas. So starting withintegration management is one of the biggest in fact amongstthese 10 knowledge areas. Then we have scope Management schedule managementcost management quality management Resource ManagementCommunications management, risk management procurementand stakeholder management. So as you can see herethe various processes belong to these knowledge areas andI’ll give you another view which which will also help youin getting a fear idea about how this knowledge areas and the process groups and the differentprocesses are fits. And this will givesus a large picture about the knowledgeareas process groups and the various processes.So as you can see here, these are the process once that you see herein the column leftmost column is nothing but the differentknowledge areas and the ones that you see at the top are nothingbut the different processes that we have so in Gettingplanning executing monitoring and controlling and closing and then there arethese 49 processes. So just to give you one example. So for exampleproject integration management would cut across all the process groups becausewhen it comes to integration, we are integratingthe activities that we are performing rightor the processes that we areperforming as a part of these various process groups.That means project integrationmanagement is definitely one of the biggest knowledge areasthen scope management would have mainly planning part. And bit of a monitoringand controlling as I mentioned schedule management have youever will be mostly planning and beautiful monitoringand controlling but if you see closingis the smallest one, so it has onlyone process in that. All right. So this is how the 49processes are mapped across this process groups andthe different knowledge areas.So I am sure thismust have given you a fear idea about what will we haveto study as a part of the exam. So as part of the examinationwe have to study how these process. Have this technology areasand 49 processes. They are interlinked and we need to also gothrough all of these processes and we need to understandthem one by one as far as this training is concerned. This training is organizedby knowledge areas. So you will findeach and every model in this training is basedon the knowledge area. So we’ll be startingwith for example module on integration management, right then we’ll be moving onto scope management likewise. There are various moduleson this training. In which are basedon the knowledge areas. So from there, so we’ve just saw a biton process groups then knowledge areas.Now, let’s talk a bit onprocesses the various processes that we just sawthere are 49 of them. Now. There are few thingsthat are just wanted to highlight about them. So you will find these processes which sometimes they’reused only once or at a predefined point kind of in the project examplecould be project Charter or close project or phase so if you see the project So once you createa project Charter in the beginning of the project, then you just keepon referring to that.You don’t have to unless there is impactyou don’t modify it. But of course yougo on modifying it if in case there is an impact, but once you have it you have itfor the whole project and that is something which kind of empowers you asa project manager and bolts to gives youan authority to use all the resources that are requiredon the project now similarly, even the crows project if you see there isonly one process. That’s it. So it Just usedduring the last phase which is nothingbut closing similarly. You will find thereare certain processes, which areperformed periodically. One of the examplecould be acquiring resources now resources are requiredon the project throughout. So whenever weacquire resources, we need to refer to this process or for that matterconduct procurement. We need to work on conductprocurement activities as and when we need to engagefor example vendors or as and when we needto procure certain machineries, or You to buy some licensesfrom some Williams or some vendors.So that means we needto keep on performing procurement related activitiesthroughout the project. So these are periodicallyperformed processes on the other hand. There are certain processes which are to be performedon a continuous basis throughout the projectlike define activities. So you’ll find we need to keepon defining activities as a part of each and every processyou’ll always have activities because if you seeprocess process will have different activitieswhich are Link so that’s one example. Another one is monitoring and controlling activities againthese activities you will find if I just go back here and you’ll find monitoringand controlling activities are part of almostall the knowledge areas. So these activitieswill need to be performed on a continuous basis. So this is a biton the processes that we’re going to coveras part of this training. Anyways, all right from there. We are going to moveon to project management data and information because while working on Project you will begathering lots of data. See you should be knowingyou should have some strategy in place in terms of how are yougoing to deal with that data? What kind of informationwhat kind of metric should I be preparing? So let’s take a look at this.How does this work? Most of the times I have seen that on Project unless youare a very small company. There is always some p.m. Is that is used which is projectmanagement information system. It could be for example, the one that you may be usingalready from Microsoft, which is MS. Act or it could befrom CA Technologies Clarity. So whichever the tool that you are using or itcould be simply excel-based p.m. Is tool that you are usingcurrently in your project. So whichever the toolthat you are using typically what happens all the workperformance related data, it’s captured asa part of the tool. So right fromthe planning activities to executing the activities and capturing the actuals andmaybe completion of tasks Etc.All this informationis captured. This tool which is p.m. Is to whatever the tool that you’re using actually nowbased on that data will have to actually come up with thework performance information. And that what what’stypically done is that the data is collected fromvarious controlling processes. It’s analyzed context and it’s integrated based onthe relationships across areas. So you’ll findthat data is gathered. Let’s say from cost point ofview from schedule point of view if I have to give youa quick two examples. So, how are we doing? Doing in terms of cost. How are we doingin terms of schedule? So we also takeinto consideration the cost performance indexschedule performance index. So are we ahead of the schedule or are we behind the scheduleare we overspending or are we under spending? So typically all this information is kindof analyzed based on the data that is gathered and then we create differentwork performance reports.These reports are thenshared with the team with the stakeholders. Now these reports there arecertain standard report formats. Also again, the reportswill have information about against theproject management plan. How are we performing? So that’s what typically thereport information would have. So again from the scale pointof view from the cost point of view from the scope pointof view risk Etc. So all these constraintstypically we need to represent in a very conciseand succinct manner in report, which is then sharedwith the team as well as with the mechanical. Management now if you seethis particular diagram, you will find that we gather all the datathrough the PM is then we work on the performanceinformation rights, which I gave us a few examplesand then we create reports these reports are thenshared with the team. All right with team membersas well as the stakeholders through the projectcommunication management. Now whenever thereis any project change that is introduced.It goes through theproject Change Control. Now the project is changewhatever the change that is incorporated. rated at any point in time in Project either itis approved or rejected so if the change is approvedagain it will go back to executing processand the same thing will happen and all this informationis again shared with the team memberand the stakeholders so this is what typically happenswith respect to data and information on the project because it is lots of datathere is lots of information that’s available and weneed to analyze it we need to ensure that weare making use of it effectively and we are communicating it to the right peopleat the right time and most importantlycurrently we are also taking certain decisions in order to take some preventiveand corrective actions so that’s the most importantthing from the data point of view from there weare now going to talk about project managementdocuments now especially from the business side youwill find couple of documents as I mentioned earlier aswell the project business case and the projectbenefits management plan these couple of documents which are developed by the sponsor and where theproject managers responsibility will come into pictureIs aligning project plan or business case orBenefit Management plan tractor, even for that matterthe project success measures organizational goal and mostimportantly tailored some of these documents.So as to align to the programbusiness case and that’s where the project managercome into picture in order to establishthat overall alignment to the business case because ultimatelythat business case and the benefit management planis the most important document. And from the businesspoint of view, so whatever the activitiesthat are performed on the project needsto be aligned to that so that in turn itwill help you achieve the ultimate objectiveof the business and that’s where the project managercome into picture. Now, we’ll also take a lookat the interrelationships of how the need is assessed and some of the criticalbusiness project documents. Now, this is important from a high-level pointof view as a project manager. Sometimes I have seen that not everybody has this viewbut Good to have this view.So as I mentionedsome need assessment may have done based on whichbusiness case gets triggered and then businessmanagement plan is created. So if you take a simple example, let’s say you are workingin some service line or some line of business and suddenly youdecide strategically that you want to move digital. Okay. So there is some need assessment that must have donethat all the competitors.They are digitaland it’s important that we also need to moveon the digital platform. So that’s A needs assessment that is done then Youcreate a business case. So if you have to move digital, what kind of a business ishow much what are the options? What are the variousAlternatives that are available? And what is the best possiblealternative and what kind of benefits would we get? Once we implement the solution that we have chosencan be then captured as part of the benefit management plan. So once this is agreedat a business side, then these two documents areprepared by business sponsor. The sponsor will workon the business case and the benefit management plan and Give itto the project manager. The project Charteris also prepared and given it tothe project manager because then projectmanager is authorized to use different resourceson the project at the same time. He is then formallyengaged on the project.So actual project activitieswill kick start from Once the project Charter isin place on words. So before that whateverthe activities that happen are basically categorized underthe project work activities. So right fromthat idea generation or submit assessmentto coming up The business case or for that matter then writingbusiness Benefit Plan Etc. All these are nothingbut the pre-project work. Now these three Projectwork is important because ultimately this isthe one that will trigger the project and then once we have a projectCharter in place, then we kick startthe project activities. So then you will come acrossvarious the preparation part of the project. So you would also work on theproject management plan based on the project Charter and thenyou would typically carry out your execution of the Projectmanagement plan activities and once you completeall the phases, then you will close it. So this is how typically someof the key documents would fall in through these various phases and through thisProject Life Cycle.Now, what we’ll do isas an example, we will take some of these documents and we’lljust try to learn about them. What all these documentsusually contains. So starting withthe project business case. So if you seeproject business case, what would it have? Of course, I’m going to showyou the actual business case. So that you willget a fair idea. Now then moving onto the project business case. So this is what wewere talking about. So business case will typicallyhave again need assessment which we just refer to there arevarious evaluations criteria. It would have even some preProject work activities. Most importantly isproject success how it’s going to be measured at the same time. How can we maintain itthroughout the project? And of coursethe recommendations go /no-go various business need what arethe various problem areas? Why this project? Good or would needto be triggered. Ultimately what are someof the goals or root causes Etc and recommendations X.So the best thingthat I’m going to do is that I would rather take you through very quicklythe business case itself so that you would getto know exactly what all things are coveredas part of the business case. So this is just the example of the business casefor some project and I’m just goingto read through this not everything of course, but only the key thingso that you can understand and you can relate towhat We just spoke about the business casethe key points. So talking aboutexecutive summary. So for this business case,so for example, this business is outlines how the way platform project will address currentbusiness concerns the benefits of the project recommendations and justification of the project the businesscase also discusses detailed project goalformance measure assumptions constraints alternative options. So that means I come to know that this project isabout web platform project. So what was the issue? The business was facing due towhich this project is initiated because of an expanding clientbase Smith Consulting has moved to a decentralized businessmodel over the last two years as we continue to supportmore clients in more locations.The administration of our Workforce has becomemore difficult until how many of our internal requirementssuch as reporting payroll activities Resourcesmanagement have been done via agency LegacyMainframe systems. So in a way thisgives us an idea. Idea about whythis project was initiated. So basically they were a lotof decentralized activities that are performed. But now they wantto do centralized it. Obviously there isa cost benefit as well. So what are theanticipated outcomes moving to a centralized web-basedadminister the platform which will not onlygive ease of operation but also will save costwhat are the recommendations? Of course, thereare various options and Alternatives were analyzedto determine the best way to leverage technologyto improve the business process and reduce the Of cost within Smith Consultingthe approach described here allows us to meetour corporate objectives of continuouslyimproving efficiency. This is very important. What is objective ultimately. All right objective hereat a corporate level in this case Smith Consultinghas this objective of improving efficiency reduce cost and capitalize on technology.So there is some technologyalready in place. So can we capitalizeon that technology and achieve someof these business objectives? So I’m sure this must have givenWhen you zest of idea about the problem area whythis particular project is initiated Smith consulting’soverall objective and how this is alignedto that justification, the migration of payroll andother administrative function from the Legacy mainframe system to the web-based platform will result in Greaterefficiency with regards to company resourcesand business process. So here we are talkingabout mainly efficiency. And if you see youmust have noticed here this particular project.Straightaway aligning to the organizationalgoals and objectives. So in this case, one of the goal isof course efficiency gains and cost saving and this project of moving on to the web-based platformis completely aligning to that another important thing that here we needto really focus on is the what exactly are we expecting? What kind of benefitsare we expecting? So here very objectively it ismentioned 15 percent reduction in over it costin the first 12 months. That’s 10 percent decreasein employee turnover in the first 12 months50% immediate decrease in time to generate weekly andmonthly Financial reports Etc. So very objectively we needto capture this data so that we can start measuring it. So this would also then be a part of my businessbenefits management plan when we’ll talk about it. Then I’m sure you’ll be ableto relate to this as well business case analysis team. So who are goingto be involved then what is the problem statement? I’m sure now we are clearwith that and high-level. What will bethe Conditional impact. So for example, this is another areawhich will give us an idea about with this project.What kind of changeswould happen what kind of impact it would createon technology on people on structure Etc. So let’s take a quickexample here WP project will impact Smith Consultingin several ways. The following providesa high-level explanations of how the organization toolsprocesses rules responsibilities will be affected as a resultof WP project implementation. Okay. So for example process with the WPA projectcomes more efficient and streamlined administrativeand payroll process.This improved efficiency willlessen the burden on managers and provide autonomy toemployees in managing their administrative and payrolltasks and actions. So that means there is a changein process earlier. This was done by the managers. Now, it’s going to be doneby the employees themselves. So there is an impactclear-cut on the process the so just one example is goingto be impact on roles and responsibilitieseven technology Point of View Hardware software Etc that have the technologymigration will be done. So Put the overall approachwhat phases we would follow what is overallproject overview again, you will put that descriptionEtc and most importantly again the cost what kindof cost your project would incur and even fromthe performance point of view.This is another areawhere I would like to just spend a few seconds. So this talks about someof the key resources like reporting time shootssoftware and system maintenance and staff resources. So this is wherethe performance enhancements will come into picture. And so these arethe areas areas of focus that the team has identifiedwhat kind of assumptions now as I’m Shinzo and constraint we need to also highlight veryclearly assumption is all staff and employees will be trained accordingly in their respectivedata entry time sheets and Reporting tasks because this involves employeeperforming these activities which were performedearlier by the managers. So that means we needto train the employees. So the assumption is that training would happenon the platform that is being created projectconstraint will be Are limited it resources available tosupport developing project and other ongoingit initiatives.So that means there isa very clear-cut impact on the resources which could hit the another constraincould be caused or could be, you know quality if it’s not managed effectivelythen project Milestones. What are the Milestones again? You can mention aboutthe various phases completion of these phases and maybe some of the key outputsthat were expecting. What is the Strategic alignment? We already covered this.So this project is strategicallyaligned in terms of as you can see here improve therecord-keeping new technology. So gain fromtechnology point of view and from even the workforceretention Pond of you cost-benefit analysisof the solution is done and you have to recommendthe best solution so it could be migrationon to the new platform so by or built it in house, whatever the optionthat you decide Etc. Okay. So this was just one exampleof the business case now, there is also a business BenefitManagement plan now again, I would like to relateit to the business. And some of the pointers that were givenin the business case, we can certainly relate even this to but you may usewhichever the template that is availablein your company because every companywould have their own.Oh PS as I mentioned earlierorganizational process assets. So one of the thingsunder Opa is the organizational standard templates forbenefit management plan. One thing that we needto remember under this is even though you createplan well in advance, but The benefitswill start coming once your product is introducedin the market or once it is live and used by the users Etc. That means the real BenefitManagement plan will be active. First of all, even though the projectis completed still the plan will be active because once the projectis live the product is life or it’s in the market, you will start measuringthe benefits and start comparing the performance against what’s capturedas a part of this plan. So what typically itwould contain it would contain I’ll get benefits. So what are the benefitsthat I mentioned for example, 20 percent cost reductionby the first 12 month or employee staff reductionof 15% in the first two years.Excetera. What is the Strategic alignment? In this case? We just sawthe Strategic alignment to the cost saving benefitor efficiency gain time frame. So what are the timeframe? So again, very clear. It was mentioned within 12 monthswithin two years being 3 Etc, which is a benefit owners. So for each of these benefitsthat were mentioned, so we need to identify who is goingto owe this benefits and how those thosewill be then tracked. So what is a metric trackthose benefits again within that also we can mention if you comeacross any assumptions or risks likewise, you can create this plan andthe project manager will ensure that the project activities arealso aligned towards this plan.Alright, so these werethe two documents mainly from the business side now once these documentsare in place, then project sponsor will hand over the projectCharter to the project manager. So project Charterwill typically include your High-level scope items the background the contextbehind why this project is initiated bit on a business case Etcwho is a sponsor who are someof the key stakeholders. What are the phases that are involved on the project Etc some ofthat information including what is acceptance criteria apart from thatyou would also have in the project Charter thingslike what is my start date and the end date for eachof the key Milestones that have agreed to or withthe stakeholders Etc.Then who areMy Signing authorities who is going to give? Give me sign off on someof the key Milestones when I go on achieving themthen a bit on you know, cost whatever is mentionedas part of the business case, but stay tuned. I’m going to showthe project Charter example the actual project Charter aspart of this training and I’m sure you will be ableto then relate it to the project Charter better and that exampleis definitely good. That’s the pressureof the actual project. Then project management planis another document which I’m going to show you which actually containsvarious subsidy management plans like scope management. Risk management qualitymanagement part from that. How are we going to managethese schedule stakeholders, etc, etc. So the project management plan is nothing but the Iwould say it’s comprises of all the differentsubsidy management plans, which I just now mentioned.So in short this will also havehow the project is executed how it is monitoredand controlled Etc. So all that is goingto be a part of your project management plan. Now how the Project’s success isgoing to be measured ultimately because Cuz you’redoing that project so that you will getsome benefit out of it. Now. How are you going to measurethose benefits there are various wayswhich we can use. So one of the way could bethe project success could be measured if you complete the project within constraints like youachieved all the scope or you completedproject within schedule or within the given budget orwhatever the quality parameters that are agreedwith the stakeholders or you optimally usethe resources on the project or you manage risk effect.So that means one of the wayto measure the success of the project is how well did you perform on someof this project constraints? And if in fact I did mention that earlier as wellif I have to measure how successful isthe project manager or what is the performanceof the project manager? How do I measure that one of the waysthrough which I’ll measure it is how well the projectmanager is managing this project constraints. So one of the ways through which we can measurethe project success is is whether I’m able to deliver the projectwhatever the commitments that I have made tomy clients or customer whether I have delivered thosewithin the budget schedule at minimal risks, okay and issues, etc, etc. So that is one way of doing it.The other way of doing it is of course achievement of theproject objectives in itself. So for example, the project objective isit could be some benefits that we are committing to so benefit would comeonce that project or product whatever the outcome of Project we talkedabout either product or service or some result. Once that product isout in the market. The benefits will start comingby selling that product or ones that service is outin the market that service will enhancethe customer satisfaction. So that’s objective with which we startedworking on the project. So it could be Financial. It could be non-financial for example, achievingbetter customer satisfaction could be non-financial because it’s difficultto really measure. It not be a hundredpercent tangible. Really. I mean there are waysthrough which we try to quantify but It’s not fully tangible. Also, if we moveto the desired State, maybe you’re workingon a change project. And then you are let’s sayyou had a traditional mindset and then you are moving fromthat to the agile mind says no to the mindset of responding to the changeswhich customer is demanding so that we can performbetter in the market.So if that was a project and then if you achievethat objective then that is your successor contract fulfillment. Okay, so you are obligedto some Track to the government. Sometimes that there arecommitments which are made to the government’s that out of the findingscould be non-compliance issues or whatever dependingon the scenario that you are in and then you initiatedat project as a result of that and you could achievethe benefit such that your now confident that you have started complyingto those non-compliance things that you have identified.Okay apart from that. There are also other things that are mentionedin terms of quality or all that project could be governance compliance thatproject is initiated as a result of some RegulatoryCompliance activities and then yousuccessfully completed that and it was donewell with in time so that now youdon’t have to pay a fine. Okay, so whatever the fines or regulatory fines that wetalked about you have avoided that so that’s a cost avoidancewhich is one of the objective that you achieve what is definedby the stakeholder? So sometimes as I mentionedin the project Charter we also put what isthe acceptance criteria? For this project. So when this projectwould be successfully completed. So what’s the success criteriais being agreed between you and the business and have youdecided to measure it. So all this you mention anyways, as a part of the projectCharter itself and what can be the impactif you don’t do that.So whatever is defined againstthat you could measure it. Another thing is how to linkto the organizational strategy and business results. So as we took this example of the wp Smith consulting’sproject that we were talking about DWP platform, so in that case that projectwas completely aligned to the organizational objectivesof achieving the cost reduction or gaining efficiency or for that matterthe employee retention Etc. So even that isanother success criteria of the project continuesbusiness alignment. Okay is definitelythe most important thing. So I have seen that many times whenever we talk aboutthe project success measurement.We always revolvearound scope cost and time, but it’s definitelybeyond all that. We need to also factor in a lotof other things that we just mentioned over herein today’s tutorial. We are going to talkabout some of the basic aspects about the project management. I’m sure youmust have few questions. Like what is a project. What is project management? What are some of the advantagesof project management? What skills are required for project manager projectmanagement phases project? Knowledge areas and processes and of course someof the p.m. Methodologies. So in today’s session, we’re going to talk about allthese agenda items one by one. What is a project? I’m sure you’ll agreeand you must have read it that project is nothingbut a temporary ND were that we have undertaken or that we undertakein order to achieve output and that particular output isnothing but a product or a service or we getsome result by the end of that.Chipped so projectwill definitely have a fixed time lines. So whenever youundertake any project, you will have a fixed start dateand a fix ended. I still remember during my early experienceinto project management. I was working on a marketresearch project for one of the pharmaceutical companies. So the project was conductedin a particular region and with the course team of people going into the marketcollecting the data, so that project was spreadacross four six.A month so it had a start dateand ended and of course, it had a predefined objective. So project always havesome timelines associated with it apart from that project will always consumecertain resources. Now when we talk about resources on Project the projectwill consume resources not just about the human resourcesthat we talk about here, but also the other materialresources or for that matter any other resources that are associatedIt the project it could be evenfor that matter the money.It could be the human resources. It could be material resourcesdepending upon the type of project the kind of projectthat you’re working on. The resources will be involved. For example, in this caseon our project. Of course, we’ve had a teamof six people working on the market research project. So definitely material resourceswere involved as well as the human resourceswere involved apart from that. There was also involvement. Out of the money so budget was associated with for those six people to travelacross multiple locations within the region and reach out to different target audiencein order to gather the data. So that is just one small example projectalso uses certain tools because project involves n number of activities in orderto perform those activities. It’s important for us to usecertain tools at times. It depends on the complexityof the project as well. As the presenceof the team across regions, if you have team membersspread across regions, then it’s also veryvery important for us to use certain tools which will helpus in collaboration of these team members. So there are certainspecial tools and techniques that are requiredto be used on the project if the project is small if the team is small even Ihave seen projects are performed by using simple toollike Microsoft Excel or for that matter.Can also use certain templatescan be created even on the Microsoft Word and of course wecan use email as one of the media to communicateapart from of course, the most importantcommunication should be the verbal communication. So we need to usedefinitely certain tools. But if we talkabout a complex project, then definitely a lot of thingsneeds to be also involved into executing a complex project because number of activitieswill be more number of stakeholders will be more and that project could bea Of some program in turn some portfolio and it is strategically alignedto the organizational objective. So considering thatit’s important then use the relevant Toolsin order to be more effective and more efficient as well.Obviously when youwill execute the project you will always have teamof people working with you. Now, when we talk about teamof people working on a project we talk about a team which is trulya cross-functional team. I don’t expect only people From the same function to bea part of the project obviously, like if you’re workingon an IT project and you’re forminga team, obviously, you would need people who can perform variousactivities as a part of that project. So you will have peoplewho can do the analysis who can work on requirements. You can do the system analysis. You can do codingtesting deployment. So all these functionsneeds to be integrated and then we need to form a teamwhich is truly a diverse team. Is truly a cross-functional team which will helpyou in fulfilling and completing allthe project activities. Whatever is relevant based on the kind of projectthat you’re working on. So definitely to summarizeif you talk about a project as I mentioned projectwill always have certain timelines start date and end date project will consume resources materialresources human resources, and the other resources projectwill use certain tools depending on the complexityof the project.And number of people involved and obviously projectis executed with team of people and evenwith different stakeholders. So if you talk about projects, why do project getstarted and I’m sure that was the question which was I can see here inthe question panel put up by Ram that what are someof the reasons in order to initiateany project activity, or why should we be initiatingany project activity? So thanks Ram. In fact forasking that question. So let’s I understand someof these reasons one reason could be demand in Market as I give you exampleof the market research project. So it could be decided that a certainto analyze the demand in a particular market. And once you analyze the demandin a particular market, then you would launch a product. So the example that Iwas scooting was basically a market research project that was undertakenfor a pharmaceutical company so that they can launcha pharmaceutical product into the market.So team of people was basicallyworking in that region in order to ascertain in order to analyze the demand for a particularpharmaceutical product. And once there is a demand thenobviously you would go ahead and launch that productinto that market. So project could getinitiated as a result of demand in the market. Sometimes you wouldmanufacture certain products because the demand for that productis increasing in the market, for example, it could be thein Market you may have come across the cars which are more affordable in the range of anywherebetween two to five lakhs.So certainly you will find that the market for such carsis rising reason is obviously the demandfor these small Vehicles. These hatchback Vehicles iscertainly increasing as a result of which you may undertakea project to manufacture or to come up with or to launcha new car all together in the market it could It’d bea strategic opportunity as well. So you could strategicallydecide at a company level. You may be workingin a healthcare sector and now you want to expandinto pharmaceutical sector and launch certainpharmaceutical products in the market. So you could seek that as an strategic opportunityas well and put money and obviously thenyou would convert that resource into something which is tangible and you will tapthat opportunity in the market. So you are basically entering. Into a completely new line of business and that wasthe Strategic decision that you have taken. It could be dueto the customer requirements. Typically you will findin IT projects. Once you launcha certain applications and once customers startusing that applications, you will get a lot of requestsin order to enhance that application basedon the current usage and then you undertakeenhancement projects and those enhancement projectsare essentially conducted or essentially completed or done so that we canincorporate those features which have come as a resultof customer requirements.So those arelike additional requirements that customer would like to seein the current product products are also undertaken if there is any changein technology or if there is an advancementin the technology and you may have seen it a lotlike typically in IT project. I have seen teams this changingthe entire technical landscape from One technology architecture to the other technologyarchitecture maybe because then it becomes much more easy to maintainit becomes easy to scale. It becomes easy to stabilize. Like I have seen many projectsare moving on to cloud based platform or projectsusing the analytics or projects which are undertaken so that they can moveto the new technology which is more intuitive to useso technology advancement could be all also another reasonwhy projects are undertaken or it could belegal requirement.I worked on many projectswhich were initiated as a result of the legal requirementcompliance requirement. Like there was a projectwe were basically working on certain reportsto be furnished as a bank to the regulators and those reportsneeds to be furnished every year every six monthevery month every quarter. So the project was initiated inorder to create an application through which we can gather. All the data fromthe input systems and analyze the data createthe reports and then submit it to The Regulators. So project could be alsoinitiated as a result of some legal requirements. These are some of the reasonsdefinitely why do we initiate the projectsnow why project ends as we discussed earlierin the previous slide that projects will always havea start date and end it so why would project end certainlycouple of reasons you would find and here one is of courseproject objectives are achieved.So for example, if I have undertakenthat project for some legal requirement now, I have completedthat project its launch and that legal requirementwas only for one time or maybe twice in a yearand now it’s no more required. So that means that particularprojects objective is achieved now we can end that projector objective won’t be or can be met. Sometimes I have seenprojects are initiated, but they Like scrapped in the middle itself becausethose are no more required. The objective is sort of may bechallenged by the organization. It could be obsolete. It’s no more required. You could come across sucha scenarios as well. I came across verybig program wherein it was aspirational programin one of the big and a complex organization. The idea was to integratemany applications together and see everythingat one place it started but at the scaleof the program was so high that it couldn’t sustain longer and that whole programhad to be stopped. So even though we startedwith some Vision, but we couldn’t achievethat and precisely due to which we had to reallystop working on the programs.You will find you will comeacross such a reasons. Why sometimes we needto just stop working on a particular projectthe another confusion that people might have isto understand the difference between project and someof the operation DVDs, let’s quickly take a lookat the difference between projects and operations. So some of these thingswe have already covered like projects are temporary. It has a start date it has endedso it’s a temporary Endeavor, which is undertaken as I mentioned in orderto produce some product result or to providesome service projects have defined started and ended that’s another thing which we already spoke abouttasks are unique to a project so every project Comethat we get is a unique. So when you undertakea project you are basically creating an outcome, which is a uniqueproduct unique service or some unique result that you’re producing by the endof the project project is also undertaken in orderto have achieved a unique goal.So there should besome unique goal, which is actually draftedin the beginning of project. It’s predefined as I mentioned the goal could beto identify the potential in Market goal could beto fulfill the Clients or a regulatory requirement of a bank for which youhave undertaken a project. So you will always havesome predefined goal and then you undertake Projectbased on the goal. So these are typicalcharacteristic of a project. So when we undertakea project you will definitely be able to relate someof these characteristics to those projects. However, if you lookat the operation activities, they are completely differentthe operation activities are more routine in nature. Those are more ongoingactivities and the assesses that needs to be performed and mostly they are repetitivetheir cyclical you’ll have to perform those activitiesmaybe every week or every month or you know, every year sort of that.Those are cyclical activities and the wholeobjective of undertaking or doing the operationalactivities is to sustain in the market isto sustain the business. Let’s take a quick example. You are workingon it application or it product now you have created the product and youlaunched it in the market. Once you launchin the market people start using it customers are start using it and then you have to also kickoff the operations activities so that you can startsupporting the product which is being usedby your customers. And then your operationactivities will begin when customers startusing the product. I’m sure they might comeacross certain incidences, you know, you might comeacross certain issues. They might comeacross certain problems while using the product thenthey will raise those problems those shoes as an incident and it will be assignedto you to the operations team and then it’s investigatedand then it’s fixed.So those are like operationrelated activities which are going to bepart of the product. Once the product is launched. Then the operation activities will begin have your projectactivities will stop once you accomplisha project to launch that it product. So then project is ended what will start isthe operation activities so key here is to make sure Sure that there is a proper hand overbetween the project activities and the operation activities.And therefore you will find that the operations team workvery very closely towards the end of the project. Not only thatthese days we ensure that the operation activitiesor operation team members or operation teamis involved very early in the project activity itself so that they would knowwhat project are we working on? And what productare we creating? So both activitiesare certainly important? Portent project aswell as operations, but they certainly differin terms of why they are performed as well asthe certain characteristics that they possess from there. Let’s move onto project management. I’m sure youmust have questions. What is project management? We saw what is Project we sawthe difference between project and operations projectmanagement is nothing but application ofthe processes methods. it skills your experienceto achieve objective of unique projectwhatever the project that you’re working on so once you start applying that knowledge then thatparticular process is called as project management sopossessing that knowledge is not certainly enoughyou mean PMP certified or you may be aspiringto become a PMP certified or for that matter youmay have experience of 10 years or 15 years and you have gainedquite a lot of knowledge over the period of time but if you are not applying that knowledge thenit’s of non-use and that’s where the projectmanagement comes into picture because it gives you some framework in order to applythat knowledge effectively and that will then givesus a lot of benefits which we are goingto talk about very soon so it helps in properlycarrying out all processes that are involved starting from the conceptiontill the completion of project any projectwhen you undertake if you are developinga product For the market and you are undertakinga project to manufacture that product or to come upwith that new product there obviously will haveto conceptualize the idea.So you may be doingyour hypothesis testing. You may be doingyour idea Generations. You may be doingyour finalization of the ideas. So you arebasically conceptualizing about that product. You’re trying to come upwith some Concepts some idea. So from there till the time you complete the projectsuccessfully all these gametes. Of activities are carriedout with n number of processes and this requires you to know about how to performproject management. And then once youstart understanding that and once you startapplying that knowledge, then that whole thing will thenbecomes a project management. There are six piecesof project management. I’m sure you may be aware that we also saythe six PS of presentation. So similarly, there aresix piece of project management. So proper planning. Events Port project performancemade a few will agree with me.That planning is one of the mostimportant stage in Project. Now planning could be done afront the whole project planning could be done afferent or it could also be done in adaptive fashionplanning is also done in a rolling Wave fashion. So there are different waysto do the planning definitely traditionally people usedto do planning afferent and they used to tryto stick to their plan but these days with agileand With lot of changes that happen on the project. It makes all the more sense for us to dothe Adaptive planning. So we have to doadaptive planning and we have to doa friend planning as well.So that proper mix of it iscertainly very very important but many times I have seen that people mentioningthat planning is a waste of time but trust me when you dothe planning properly, you will actually save time when you go aheadwith your project. So make sure that you have a proper planin place and all the stakeholders are That planit’s very well communicated. It’s thoroughly revealed and it’s approved by the sponsorand the key stakeholders and I’m sure that will certainly help you inpreventing the poor performance because once you have a plan, then you will be ableto do the monitoring and controlling activethis effectively, but if you don’thave a plan then what are you goingto monitor on the project? So it’s very important and crucial for any projectmanager to make sure that there Is a planavailable on project that the person is workingon let’s move ahead and talk about the other aspecton the project.So many times you’ll find that you must have heardabout this word constraint a lot on project. So traditionally we should talkabout these four constraints. It started with tripleconstraint and we talked about now the four constraints but I actually adda few more let’s talk about what are those bit later, but for now, let’s talkabout Is four constraints that you see here now, what is the constraintconstraint is nothing, but if you change one thingat least one other thing will get affected. So for example time, so as we saw just nowthat project has a fixed started and a fix ended so there issome duration through which we execute that project. But what about the durationif it gets affected if the duration hasbeen reduced suddenly what will happen if there is change in time or schedule obviouslyat least one other? Constrain of the projectwill get affected if cost might go up because you have to putmore people or your quality will get affected because now we haveless time to deliver more or you will not be ableto complete all the scoop which is being agreedwith your customer.So constrain is nothingbut if one constraint changed then at leastone other will get affected. So we started with this four constraintstriple constraints initially and then we have addedone more so time scope and cost was therewith Added quality as well. But if you actually seethere are few other constraints as well on the project, which we should be awareabout and that’s nothing but the expectations so if you see the projectmanagement Diamond, so we started with tripleconstraints on project and now we talk about diamond and I would also preferto add few more here. So what are the things could berisk risk is also a constraint. So for example, if your budget is reducedand the scoop items are the same they’reobviously risk will go up. Up because you will not havethe budget left to take care of the risk on project.So risk is another constraintthat we talk about apart from that resourceis also constrained. If you don’t getenough resources to work on Project then obviously youmay not be able to complete all the scoop item or you may not be ableto work efficiently in order to achieveyour project within schedule. So resource could beanother constraint as well. We can look at so it’stime cost quality scope.Horse risk and I also lookat customer satisfaction as one of the constrain as wellbecause customer satisfaction is not achieved. If you will not be able todeliver project within schedule and within budget, so it’s very importantfor us to also make sure that we achievethe customer satisfaction. So if any of these constraintsare not achieved then obviously your customers will not be happy and therefore it’simportant to also look at customer satisfaction as oneof the constraints.So if you ask me how effective isthe project manager, I would judge I would rather see how effectively the projectmanager is managing the constraints of the project and based on whichthe effectiveness of the project managerwould easily be in the mind. All right. So with this now, let’s move on to advantagesof the project management. There are certain advantagesof the project management and we’ll talk. Some of the advantages to begin with when you will dothe project management in a proper way that proper planning are following the properphases by following proper processes Etc. You will certainlyget these advantages. The first oneis better efficiency when you will work by using the proper frameworkof the project you will be able to produce the outcomewith better efficiency. That means you know how to effectively use Usethe resources of the project and how to optimally utilize those resourcesin order to get better outcome and more outcome.That means you are efficiencywill certainly go up because you have done the properplanning you have planned for the resource utilizationproperly and that is what is covered as a partof the project management. So project managementwill in turn help you in enhancing efficiency. If it is a construction project and if you’re utilizingcertain machineries, and if you do not have plan in place to utilizethose missionaries when and how and how much they’re obviously willnot be able to optimally utilize that but you will be ableto utilize those machineries and have a better efficiencyon the project provided that you havea better plan and provided that you are executing iteffectively and you know how this whole projectmanagement activities works so certainly betterproject management will help in better efficiencygain as well it will help improve customersatisfaction need place to say as I mentioned just now that if you are able to managethe project constraints effectively imagine if I am a project manager and if I managed everythingeffectively in terms of the scope of project at delivered what my customerwas looking for at delivered that within theschedule and deliver that within the scopethe quality was not compromised that was my customer got what heor she was looking for so if I managed allthese constraints effectively then obviously they will bea Customer satisfaction as well.Ultimately customerswill be happy when they get what they’re lookingfor and when they get that within time within budget and the risks are effectivelymanaged on the projects as well. They will be enhancedefficacy as well. So efficacy we talk about Effectivenesswhen you are applying the project managementprinciples and processes. I’m sure you’ll be able to workeffectively on the project. So Effectiveness is whatyou will be able to enhance by having the the betterproject management application of knowledge skillsprocesses principles Etc. So if you talk aboutEffectiveness, you know, what exactly doesthat mean to you? So whatever you’re doingyou will be able to do that effectively on the project because you know how to do that because you havea framework with you because you have created a plan because you know how tofor example monitor budget.So your Effectivenesswill be better when you have createda proper plan and you have also To be ableto monitor your budget properly you’re using certain tools for that and you are trackingthe actual expenses. You’re also using certain tools. Like for example, the cost performance index theschedule performance index Etc. In order to take preventive and the correctivedecisions based on how your indexes are performing. So obviously your effectiveness of executing the projectwill also go up better Teamwork because you have a frameworkin place you will be able to mobilize it. Resources effectively and we’ll be able to achievewhat’s the goal of the project because what will happenas a result of having a everything documentedyou’ll be able to align the goal of each and every team memberto the ultimate goal of the project.So if the goal of the projectis to manufacture a car which is costing lessthan a lakh rupees then obviously we’ll be ableto align the goal of each and every team memberworking on that project to that ultimate visionand the goal that Have seen for yourself. So you’ll have a betterteam teamwork as well greater competitive Advantage. So the biggest Advantage witheffective project management is that you will be able to produce what you have producing muchearlier than your competition because you are controllingyour activities well, and that will certainlygive you a Competitive Edge and if you go to the marketearly obviously will be able to tap market early if you take exampleof let’s say research and Current projects and I have seen researchand development projects. They goes year-on-year. They are verylong duration projects.But the key is how can we completethat project early by effectively usingproject management practices and launch that product asa less possible in the market so that you can reapon the benefit of being early in the market. So for that obviously project management practiceswill help us service expansion. You will be able to expandyour services into various areas as well buy it. To project managementincreased flexibility what will happenby better planning will be able to also haveproper buffers in place. You’ll be able to alsobring in that flexibility in the plan in place so that if there isany change will be able to accommodate that change so you can offer that betterflexibility to your customers by doing the better projectmanagement risk management will be done muchmuch better way because you will havea risk register.You’ll have risk owners. You have donethe qualitative risk analysis. Quantitative risk analysis, you are able toprioritize the risk, you’re able to calculatethe monetary value of the risk and Associate the budgets if required to the riskwill be able to decide the risk response strategies when to transfer the riskwhen to avoid risk when to accept it etcetera. So you’ll be able to dorisk management effectively quality will be enhancedit will be improved. So when you will doproject management obviously the outcome They’re producingwhatever the product result or that process that you’re producingwill be able to deliver what your customer is lookingfor most importantly to be fit for the purpose.Whatever the purpose for whichyou have designed or you are creating that outcome. I’m sure it will bedefinitely be able to meet the quality expectationof the customers. So from there,we now move on to the next. Next important part which is understandingwhat skills are required for project manager if project managers will haveto effectively implement the project management processes that what are some of the skills that the project managershould possess the most important one definitelyis communication over 90% of the time you’ll findproject manager communicating through some tools. It could be justby sending emails. It could be pushed communicationpull communication. It could be Latest reports it could be attendingmeetings communicating about the risksprioritization negotiating of course collaboratingwith the stakeholders. So communication is certainlyvery very important skill that is requiredin a project manager.Another thing isof course leadership now, whichever the structure that you havein your organization be the Matrix structure or be ittypical hierarchical structure that we seeor a functional structure. You will always have leadership is definitelydefinitely required. So even your team members who are workingon your project with you whether they report you or not, but still you need a leadershipleadership doesn’t mean that you need to have always report e and then onlywill be a leader know.Everybody can bea leader in themselves because we need to influenceother people, right? So you need to inspirethem to perform to do the job at for that. We need certainly a leadership. You need to direct them. You need to also ensurethat everybody’s vision. Is ultimately aligned to the product Vision or theproject Vision that you working on Team Management effectiveteam management is important.So project managershould be a people person so that he shouldbe able to empathize with the theme effectively you should be able to understandwhat team needs these days. For example, we talkedabout servant leadership. So we expect the project managerto be a servant leader to the team so that whatever the team needs and if that is requiredto be there obviously. IE the projectmanager is the one who is supporting the teamin getting necessary resources at the right time. Negotiation skillis very important because you’re negotiatingwith your stakeholders. You’re negotiatingwith your customers. You’re negotiatingwith your team. So everybody it’s really important to havea good negotiation skill so that we’ll be ableto create a win-win situation. It should happenthat you are too submissive or you’re too aggressiveyou’ll be assertive and whatever the decisionsthat you’re Ultimately, they are helping and they are basicallysupporting in achieving the project goals and objectivespersonal organization.So that’s anotherimportant thing. You should be able to alsounderstand as a project manager. You should be ableto understand yourself. Well, you should be able to havea emotional intelligence right you should be ableto manage risk effectively at the same time. You should be a goodrisk manager some of the points. I just now mentionedabout risk management as well.Now these skills are certainlyrequired from the soft side and from the heart skill side. Obviously, you need to have the relevant domainknowledge technology knowledge that will bean added Advantage even if it is not mandatory, but if you havethe relevant domain knowledge and Technology knowledge that will give you certainlyan edge over others when you are discussingwhen you are solving problems when you’re interactingwith your stakeholders Etc. OK, so let’s undergo It’sjust quickly understand about the various project phaseswhenever we undertake a project obviously will haveto execute the project in a structured Manner and to bring in that structure. What will also help us isthe project management phases. So we beginwith initiation activities. Once we are clear with that. We do a planning. Once that plan is approved. We start working on the planto execute through it while plan is under execution. It’s important tocontinuously monitor. ER and control and onceall the Key activities are performed then we needto close the project phase.So these are the typical phasesbut your project phases could also depend on your domainyou’re working in for example, if you’re working in researchand development your phases could be bit differentif you’re working in software. Then you have phasescould be a bit different like typical sdlc orsoftware development life cycle as we talked about. So we begin by, you know initiation then wehave got requirements Gathering we have design Before design we do analysis and then after design then wedo coding testing Etc. So those are the typical phases that we talked aboutif it is agile, then it’s totally different. We do in iterativeand incremental fashion. You may be following scrumor it may be following some other scaledagile framework Etc. So phase is could differ which is fine whichof the phases that to decide and agree a poundwithin your organization or within your team.That should be fine. As long as everybodyis a verb out. What are those phases? What are someof the key Milestones that we are going to achieveby the end of the phase? For example initiation phase is where basically a decisionmaking will happen. So this is where we identifya project to work a pound and we do some of the initial activitiesas a part of this phase. Of course, we’ll talk about someof these activities with later as well during planning. Essentially. What is done is webasically create a plan. We create a plan not onlythe point of view of the active. These Milestones butalso we see to it that how are we going to stickaround the budget stick around the schedule Etc.So all of that we factored inand then we start executing it and that’s where we break down. The scope items into tasks, and then we start picking upthe task and we start executing those tasks then comesmonitoring and controlling phase and this is where we just compareit with the plan that we have created. So if it is a one-year project, and if you arealready a third month, then we compare itwith the plan. So bye. A third month where we should be ideallyand where we are. So if there is any gaps, then we try to identify that and then we take correctiveactions closing phase is where we basicallyessentially we close some of the project activitiesthat we are working on when I say some of the project activitiesin the sense some activities where we may have involved vendors some activitiesmay have been, you know done bysome third party. So way to identify everythingall the activities that we need to close.And then formally we also dothe contract closing Etc. Let’s get on to it. In fact, and let’s just gothrough one by one and try to see what are someof the Key activities that we perform as a partof each of these phases starting with initiation phase. So as you can see on the screen,the first thing is, of course well definedscope statement as part of the initiation phase weneed to First understand. What am I supposedto working on? So if you are working on a project wherein youare producing some it product and that it productis let’s say for digitizing the customer experience. So let’s say it’s a bank and you’re workingon a digital project wherein whoever comes to a branch they have to fillout the application form and you want to convertthat application form into the digital experience. We’re in it’s not only goingto save your paper. But also your customers doesn’thave to be visit the branch and they can just Outthis application form and submit it by sittingat their home.So it’s basically nothing but digitizing the wholeexperience to the customer. So what’s theactual scope statement? So we’re providing the digitalexperience to the customer so that we are going or and we are movingtowards a paperless banking and we’re trying to capitalizeon the technology that’s available today. So your understandingthe scope statement very well what is expected which formsthis to be digitized.Is it just the homeloan personal and forms? Or are we also digitizingsome other forms that customer needs to furnish or submit it and then weidentify the stakeholders who are my stakeholders? Okay, so it depends on again if it is a multinational bankthen obviously it’s going to be different than if it is the bank which is operating onlywithin one country. So depending upon whether the projectis a regional project. It’s a national projector it’s done globally based on that your stakeholder list mevery you need to start working on that then we’ll To ensurethe resource availability now once you understandthe scope of work, if you have decided that evenif it is a global project, but you would liketo do the pilot in a particular region andonce their pirate is successful.Then you will roll it out across if that isthe understanding then obviously resource availabilitywould be accordingly taken care of or would be accordinglyplaced now as a part of the initiation phase what’s also important isto have a proper goal. What is my goal ultimately? Now gold. There are several waysthrough which we write a goal and we always saythat goal should be smart. Not only should be smart, but also should be clear nowmany of you may have already heard about smart goal. It should be specific measurableattainable or achievable. It should be realistic. It should be time-bound or it should be timely similarlywhen you work on a goal. It should also be collaborative. It shouldn’t happen that there is gold but you know peoplecan’t really relate to that we should be ableto Get along everybody all the team limitedemotional appreciable definable. Let’s take a couple of examples that will be ableto relate it to this. There are certain examples here. These are like bitspecific examples to increase the net income by 10 percentby the end of 3rd quarter 2018.For example, so by this goal, I would get a betterClarity in terms of what is the expectation. So in this goal, it’s very clearly mentionedthat we have to focus. On increasing the net income byhow much is by 10% by when is by the third quarter which yearis 2018 so we could be a bit more specific over here, right? They are the example could be todecrease Auto claims cycle time from an average 12 daysto eight days by the March thirty firsttwo thousand maybe 19. So this is another good example, where in we’revery clear about.What do we want to achieveby the end of that project? So if you want to reducethe cycle time, but cycle Time by how many days and by when do we wantto reduce the cycle time Etc. So if the goal is clear and smart, then it becomes muchmore easier to relate to like as we say clear C isfor collaborative. So it should encourage your employees to work togetherin a collaborative fashion. So if I knowif there is a Clarity that I have to increaseincome by 10% then I believe this will give lot of insights for The people to why we shouldbe working collaboratively because there is a goalwe can relate to that. There is a good Clarityover there limited goal should be limitedin both scope and duration. So here also as you see scoop isvery clear now, they want to justreduce the cycle time. Okay. So scope is definitelyvery very clear and limited and there is alsoa duration attached to that. It should be emotional. So people should beable to establish the emotional connection and that will alsohelp us in Capitalizing on the employees energy andpassion with which they work.So emotional angle isequally important here appreciable large goalsshould be broken down into smaller ones. So if you come across any goal, which is complex and which is large maybe youwould like to break it down into the smaller goals as I was mentioning some times ago about digitizingthe entire banking experience. That’s a very big Vision. So if you just startapplying lying or if you start executing or start working on this it willbe very difficult to execute. But if you just break it down that I want to digitizethe customer experience for the retail banking. So all the retailbanking customers who comes to the branchand visit the branch and may fill out certain formsin a physical way now, I would like to usemaybe the tablets or maybe some maybe the computers by puttingup there in the branches so that people can comeand fill up that I can. If on paper and it will alsogive a lot of convenience because same thing could be doneeven by sitting at home. So I’m trying to break off some of the complex thingsinto bit simple ones which are easy toexecute and analyze.It should be a refined table. That means set goal with headstrong and steadfast objective. So it’s very importantfor us to ensure that if required I should beable to refine my goal. I should be ableto change my goal. I should be able to endedin a modify it if something which we can’t amend or modify then it’svery difficult to stick around. So that’s anothercharacteristics of the good written goal is whatwe talked about. So we just now spokeabout the phases as part of planning a course we talkedabout all of these things. The goose will come aspart of the planning. So once we havean initiation activities once we have got the clearly defined scope and thenwe get into the planning and that’s where we agree towhat exactly we want to achieve. And by when do wewant to achieve and we have got everythingdocumented in the form of plan and then we startexecuting it and this is where your actual teamwill come into picture because now it’s timefor us to start working on some of the key tasksas part of the plan that we’ve all agreed to executethen we have to do assignment of the task to the resources.So we have got resourceswill assign the task to the resources and they will then startexecuting those tasks. At times we might needto also reach out to some of the other Enterprise teams. The Enterprise teamscould be procurement team. It could be a finance team. It could be human resource team. And why do we need to reach outto them is because if I want to procuresomething on the project, I can reach out to the procurement teamthe finance team and you know try to procurethings for my project in the digital project example, I might need to procure maybe Ineed to onboard certain vendors because It’s going to bea new experience to me and I don’t have that expertise. I would like toonboard few vendors who can provideus that expertise. It could be eventhe new technology. So I want to explorethe new technology. It could be Google cloudor it could be the Amazon cloud or it could be even for that matterthe Azure platform, which is anotherfrom micro soft.So it depends on what exactlyI would like to do. So for that I need to alsoengage the procurement and then what’s most important isIs as a project manager I should be ableto direct my team. I should be able to manage the execution effectively bycontinuous monitoring and that’s where you’re trackingsystem will come into picture these days. I’ve seen mostly we use Tunes so it could be Ms. Projectsor it could be Clarity from CA or it could be evensimple Excel sheet or it could be if it is agile project. Then you could be using certainworkflow management tools jira or for that matter. You know, whicheverthe tool version 1 rally Etc, which you would beusing and that’s where the task assignmentswe come into picture The Continuous trackingwill come into picture because these toolswill actually help you in continuously tracking aswell on an ongoing basis.We have to also organizecertain status meetings. Now though status meetingscould be organized with the team on a weekly basis and maybe again withthe at a program level and a portfolio level. It could be doneat the fortnightly. These may be initiallythe frequency could be more but as we go aheadit could even reduce and then we’ll have to alsobased on the progress go on updating the project schedule and if required will italso modify the plan so your plan should be flexibleenough to be able to amend it as per the current progress.So that’s where we needto also engage some of the stakeholders you mightneed to take certain approvals in order to amend your plans or update your plans movingto the next phase which talks about Stringand controlling and this is where some of the key matriceswill come into picture and these are the keyperformance indicators or kpi is as we talked about from the point of viewof project objectives. So are we really close to achieving the projectobjectives are not so is the digitization happening in the retail banking nowwith maybe those five forms or those ten forms that we identified or not.What is thequality deliverables? So are we meetingthe quality standards? So if If it is the IT projects and you’re workingon the applications, what about the defectsare we identifying defects and how frequentlyare we identifying defects during the development cycle? So is it being identifiedduring the development or is it being identified at a later stageduring testing phase or the unit testing phase or user acceptancetesting phase so even that will certainlymatter a lot cost tracking so you would also needto do the cost tracking on a regular basis. So this is Are youwill be able to also use some of the techniques like earnedvalue management or evm so you will come up with the schedule performanceindex cost performance index and we’ll be ableto manage the cost and schedule rightand effort tracking. So again how much effort wascommitted by the team members and how much effort is actuallybooked on the project. So even certain tools can be used in order to trackthe efforts on the project.And of course the performanceof the Project’s overall. How are we faringwith respect to the budget with respect to the schedulewith respect to the risks that are there on the projectthe issue handling. So all of these aspectswill certainly be looked into when it comes to measuring and monitoringthe key performance indicators. Then we move to the last phase which is a closing phaseand this is a phase where we of course we make sure that whatever we producedis verified by the customer and is greed is accepted by the Because each of the requirement that we work on will alwayshave some acceptance criteria.So we’ll have to ensure that the customer is involvedinto proper verification. And once it isverified, you know, that means we aregood good to go ahead and close the project thenwe’ll have to also look out for if there is any contractwith any of the vendors. So how can we closethose contracts based on the terms and conditions that we agreedand some other activities with respect to projectclosure needs to be performed. Like completing certaindocuments arranging the pi r which ispost-implementation review. So some of those activitieswould also be a part of your typicalproject closure activities that we do so these arejust high level activities, but we of course perform lot of processes as a partof some of these phases and we’ll go through them at a very high leveltoday the knowledge area and processes now, since you all areaspired to become the certified project managers, By completing yourPMP certification successfully.So it’s important to learnabout knowledge areas and the processes that are being put up or that are beingpublished through pmbok, which is officialguide by the PMI. So in pmbok, you’ll find there are10 different knowledge areas and there are49 different processes. So if you count these processes, there are 49 of them and thereare ten knowledge areas. And of course thereare process groups.So this process groupswill be you’re initiating planning executing monitoringand controlling closing. So these are the process groups and all these knowledgeareas and processes. They are actually going to bea part of this process groups and the knowledge areas. So maybe I would liketo just very quickly show you this this is where allof the process groups and the processeswill come into picture. So there are total 49 of them as I mentioned and there are Knowledge areasand these are the process groups and you’ll find eachof these process groups and the knowledge areas. There are various processeswhich are cut across into multiple knowledgeareas from each of these process groups.Okay. So let’s take a lookat this very quickly will not be able to really gothrough this in detail. Of course, we have limited time, but certainly will be ableto just take a glance of some of theseknowledge areas and processes. So let’s startwith the in Integration so project integration is oneof the biggest knowledge areas because this is where we perform some of the Key activities likedeveloping a project Charter because project Charterempowers the project manager. So it’s important to havea project Charter in place. We start workingon the project management plan because project management planwill also contains lot of other subsidy management plan from scope pointof view skill point of view quality pointof view risk point of view.So that’s anotherimportant one then once we have a plan in place. Start executing the planand that is where the directing and managing Project workwill come into picture because this is the processwherein we start executing the planthat we have agreed. And once we are into execution, it’s important to continuouslyMonitor and control some of the project work. Why control is required because if we are deviatingfrom the plan then we need to obviouslytake corrective actions. So if you are overspendingthen we need to see how we can reduce the spendby taking certain. Certain corrective actions formintegrated Change Control while working on Projectyou will also be given a lot of other things than you agreed initiallyin the form of scope and those things arethose changes could be due to what’s going on currently on the project basedon the customer initial understandingof the overall progress or it could be involvementof the customer into maybe prototype revives or demos Etc.It’s all that put togetherwill certainly lead to certain New changesand how to manage that is covered aspart of this as well and integration management will also cover closingthe project activities. So as you can see hereintegration management is a big piece because it cutacross all the process groups then scope management. This is where we’ll dothe planning of scope management how to collect requirements how to define Schoolbased on that and then break down the scope items into smallersmaller items as a part of the work breakdown structure, which is WB Yes, and once we havethat in place, we need to also ensurethat we validate scope right? So we need to havethat press ability in place.So that what we are building is in line with what isbeing agreed between you and customer and how wecan control the scope as well. So that scope creepshould not occur and you have got a any change that comes in is managed effectively then movingto the time management. So this is where weagain start working on planning schedulemanagement activities. So once we have a schedule management plan Sowe then Define the activities so activities are derivedout of the scope items that we have worked a pound. Once we have activities that you are goingto perform on the project. You have to sequence them. Right? So without sequencingthe activities you would not be able to understand what needs to be done first what needs to bedone second Etc.So it’s very importantto sequence those activities and then you will estimatefor each of the activity how many resources are requiredas well as you will estimate. How long would that activelyTake and then based on all this information. You will come up with a schedule and that Scholarsdevelop schedule process. And once we havea schedule in place, then what’s important isto control that schedule. So all this happened as a partof the time management as a knowledge area movingto the cost management.This is where welearn about planning cost management suppose. We create a plan for that and then we goon estimating cost. So how do we estimate costfor each of these activities that we have listed down? How much would it be? Cost for that so it could be the bottomof estimation that you could do and based on the cost that you have estimatedfor each of the activities. What you would then do is youwill determine the budget you will just roll it up. You will calculate how much would it take and based on that youwill determine the budget and then you’ll haveto then control that budget.Once we have it in place. The quality managementwill take care of the quality management plan. Whatever is being agreedbetween you and customer in terms of quality and whatever isyour Leti commitment needs to be captured over there and then we’ll have to alsoperform certain processes like performing qualityassurance activities. So that is like what youhave builting is better quality. So that’s very importantquality assurance will make sure that you are buildingthe quality in the product and then of course, you will control quality.So for example, if the software projectyou will make sure that you will followthe coding standards so that the code qualityis better you will follow Like refactoring so that you are removingthe duplicate lines of code or unnecessary linesof code Etc. So all that will make sure that what you’re producing isa good quality code, which is bare minimum requiredto execute that program and in turn into and develop that functionality humanresource management will cover your planning aspect.First of creating a humanresource management plan. And of course, the other things ishow to acquire human resources on the project how We can develop thenproviding them training and then how we can manage themthroughout so that we can retain them and obviouslyhow we can make sure that people are happyon the project. They’re motivated Etccommunication management plan will talk about of coursecreating the plan in itself what to communicate when to communicatewhom to communicate what to communicate and what’sthe media to communicate? So is it going to be a meetingis going to be our email? Is it going to be a pushor pull communication? So what are the communicationchannels that we are? Use so all this datawill be captured there.Once we have the planin place then we need to manage and control it effectively. Then comes aprocurement management. So this is where againwe’ll be able to come up with the procurement managementplan a front and then we just execute that plan. So what have you decidedto Outsource to the vendor how much of itand then which vendors how to select them. So all of that will comeinto picture then you start conducting the procurementactivities and of course, you will control itand once the project is Is over then you will dothe closing of procurement, which is nothing but contact closing risk is anotherimportant knowledge area.This is where weunderstand about course. We create the risk managementplan and then most importantly we affront Define. How are you goingto identify the risks? How are we going to do qualitative and quantitativeanalysis of the risks again, whatever is the organizationalprocess assets as a part of that you may have already defined thequantitative and qualitative. If doing the risks analysisand there must have been some template alreadyin the organization. So the same templatecould be used here. And then you dothe risk response planning. So for each of the risks that are identified youto the prioritization and then you do planning which risks you needto mitigate which risk you need to transfer. Which one is you need to accept because there is litigationcould cost you more than accepting the risk and then periodically just goon reviewing that plan so that you cancontrol risk effect. Tivoli and the most important the last but most important oneis the stakeholder management.This is where we capture about. How are we goingto identify stakeholders? Right? And how are we going to managethe stakeholders effectively. So different stakeholdermanagement strategies needs to be capturedover here in terms of stakeholder engagementfrom the point of view of power and interest right? So from the point of viewof influence of the stakeholder, and how much is the powerto the stakeholder Etc.So you Create those gridsand you try to control your stakeholders throughthose grids some stakeholders. You need to manageclosely some stakeholders. You need to just keep theminformed about what’s happening. Right? So depending on the influence and the powerof the stakeholder, you need totake those decisions. And then of course this way youshould be able to control it. So this cover allthe ten knowledge areas and 14 and processes that we are going to study in detail as a partof the PMP certification. Training program. So this brings usto the next slide and this talksabout methodologies. So what are someof the methodologies that we can thinkof in the project management since we are talkingabout the project management need to have a propergovernance in place.You need to havea proper processes in place. There are certain methodologies, which actually helps us ensuring that all this is being followedeffectively and you will come across many of them now. This is not really Rankingor anything of that sort. This is just kind of a list. So starting with agilebecause these days we talk about agile a lot because a child will certainlyhelp in delivering better business value and it will also helpin identifying issues and defect very earlyin the cycle and then it in turn it gives a lotof opportunity and time for us to fix those defects and you know work through thoseso agile is definitely one of the most popularmythology is these days what if all was thereonce upon a time and even it is still there? R it’s not bad whereverthings are clear up front. No changes are expected. Not too many changes. I expected our feedback loopsare not required to frequently.I think even waterfall also gives you goodresults may be provided that you know, all these things are there buttypically in software projects. We have seen that many times with workon the complex adaptive systems and where things are like from technology point of viewfrom requirements point of view. There is a lot of uncertaintyand that leads to your change. Being introduced inthe project scrum is one of the agile methodologiesand it’s very very lightweight. It’s described only in 18 pagesand scrum is such a methodology where in actually helps us in bringing in goodgovernance within team because it has gotfixed time boxed iterations as well as there arecertain fixed ceremonies that we do so scram is definitely one of the mostpopular agile methodologies, and then we hadrapid application development.During early 90s, it was introduced in fact rapidapplication development involves or are ad involveslot of prototyping and taking early feedbacksand building on that. So definitely it was very very effectiveat that point in time. And in fact agile evolved out of Rapid applicationdevelopment was definitely one of the inputs. I would saynew product integration. So again how to integratenew product specific attention is given over there prince2is the methodology again, there is also a certification that’s available for Princeto for those who are interested. So certainlythat’s also available. So this talks about projectsin a controlled environment. It’s another structuredproject management method, right and this will certainlygive lot of emphasis on managing and controllingthe various project stages. So there is a proper training on Prince to reallyso I don’t think so right now we need to gothrough all of that kanban is and Mythology within a child but carbon isdefinitely very old.It was tried first timein Toyota production system. And from there. It has become somuch popular these days that it’s used in evenportfolio management sand even scaled agile Frameworks and it’s very simple yetvery powerful mythology. The whole objectiveof this methodology is to make things visible and, you know, create the flow of work and make it visible and controlthe work in progress. And that actually helps usin identifying the bottlenecks and you know, try to reduce the cycle timeor lead time Etc. Six Sigma is definitely another methodology and it’smore statistical in nature. It’s heavily usedin the industries where things are tangible. We can measure itand apply the statistical tools and this way we’ll be ableto then understand the as state and we can certainly move onto the to be state that could be enhancingthe productivity or Cost or for that matter maybethe depending upon for example if it is all Center.So how can we reduce the averagecall handling time Etc. So Six Sigma is definitely oldand a popular one. Dmaic is one of the methodologieswithin Six Sigma which is defined measureanalyze improve and control. So these are the phases withinDMACC Scholars DMACC cycle and very followSix Sigma project. You actually implement the Cycleso you would then understand. How does this whole thing work and outcome mappingis another one. So I would come back nappingactually focuses a bit more on of course planning monitoring and evaluating some of theseare important activities and mainly from the socialchange point of view. This is where the outcomemapping would come into picture really so these are several of them methodologieswhich are available out in the you know availableto all of us to use and of course each oneof it has Advantages and disadvantages welcome to PMPintegration management webinar.So the agenda of this webinaris to understand what is Project integrationmanagement is all about and having the overviewabout integration management and the processes which are partof integration management. So projectintegration management. Project integration managementis one of the knowledge areas in the PMP projectmanagement framework. So project management practicesproject management framework where PMP being a best practicewell accepted across the globe has ten knowledge areas definedfive process groups defined and 49 processes definedin the latest edition of pmbok.So project integrationmanagement being one of the knowledge areasincludes the process. Us and activitiesto identify Define combined unify and coordinatethe various processes and project managementactivities within the project management process groupsproject manager is also called as project integrator reasonbeing project manager should have a full end-to-endview of the project and do necessary activitiesrequired to manage the project by having end-to-end visibility at any given pointin the project project. Management should ableto connect in terms of what needs to be done as defined is the projectis progressing or not that needs to be very much visibleto the project manager and that happens inProject integration management. So integration management basically includes variousTrends and emerging practices which involves use of automated tools use ofvisual management tools project and Knowledge Management expanding the Jackmanages responsibility and many hybrid methodologies. So televisionconsiderations required while adopting thePMP project management best practice Frameworksrequires understanding the project life cycle of a specific project, which is being donethe entire life cycle in terms of activities involved.It may be a productwhich is being developed. We should rememberin a specific product life cycle in a A specificservice lifecycle or in a specific results what we are creating which will be becoming a resultof a specific project. That itself willhave a life cycle. So introducing that product or service you will havea project while hansung while adding a module or modifying the capabilitiesof the product. You may require to initiate a project to retirethe product or Services. You may require to initiatea project again. So basically what weare Trying to indicate is in a given product life cycleor service lifecycle. There will be manyproject life cycles. When we say life cycle. There will be beginningmeans a start date. There will be end meansend date finish date. So beginning to end of a projectis Project Life Cycle where multiple suchproject life cycles can be there in a singleproduct life cycle or in a single service lifecycle. So throw out that life cycleyou will come up. Across many approaches required like quality managementapproach risk management approach scope management required cost management required schedule managementprocurement management.So for all these thereshould be specific approach defined as part of the planning which will get integratedin integration management. So Knowledge Managementplays a very important role in every project. So knowledge may berelated to the project which are already done. Already completed. So those knowledgecan be used for the project which is currentlyrunning and use that knowledge which is captured their earin the current project. So that current project youneed not reinvent things or redefine something similarlywhile doing project currently. You were required to capturethe details of this project. Whatever the learning you have. What went wrong? What went well,what are those processes? What are those challenges? Is what are those issues which has come acrossand how they were resolved. So in a way project managementitself is a change management. So I am saying thisfor a reason every project which is being producinga specific product or service will bring the changeto an environment menu.So means project managementintroduces any project introduces a changeto the environment and project management shouldensure these changes are done. Properly consideringthe project environment and all those various differentDynamics in Project environment. Secondly when I say changewe should also think about the changeto the baselines defined to the project which will happen while doing the projects so we should not get confused between these twochanges the project which is bringing a changeto a norment versus the change which is happeningto those bass lines, which is definedwithin the project. So both needs to bewill very carefully and both are not same then everyinitiative every investment which is being doneby an organization that needs to be justified.So similarly projectwill also have an investment which needs to be justified andevery project investment happens with the specific directionsset by organization. So there will bea governing body which looks at a project to see whether this particular projectis aligning to that directions. What organizationgovernance is set. So to ensure that there should be a projectgovernance every project as it produce outputs outputsin terms of products output in terms of services. Definitely will have an outcomescreating the benefits or value in the absenceof this benefit realization in the absence of not understanding the specific benefitsrealization of the value.If that doesn’t happeninvestment on the project doesn’t make any sense, so this needs to be conformed while taking A up the projectthese needs to be confirmed while project is being deliveredthese needs to be confirmed in the post-project stage aswell the product or service which have been created as part of this project should workshould perform in such a way that benefits realization should happen integrationmanagement processes. So project integrationmanagement as around seven processes definedin pmbok 6th edition, which is the last one thisinvolves develop project Charter which is part of initiation process groupinitiating process group defined in PMP framework similarlydevelop project management plan is a process which is defined as partof the planning process direct and manage Project workmanage project knowledge these two processes are defined as part of executingprocess group Monitor and control project workfor form rated Change Control these two processes are definedas part of monitoring and Control process group but as close projector phase is a process which is defined as partof closing process group defined in PMP sodevelop project Charter as I mentioned earlier developproject Charter is a process which is in initiatingprocess group so the aim of this process is to developthe project Charter so which basically mean creationof a Document a formal document which has to be developed which should be helpfulin authorizing the existence of the project which means assignment of a project managerwill happen as part of this particularprocess project Charter will be handed overto the project manager and formal Declaration of assignment of the projectmanager will happen.It is very importantto create a project Charter before startingthe project implementation as the charter would providea step-by-step High. evil plan for the projectwith the development of project project manager gainsauthority over various resources that are appliedto the project activities by developing the projectCharter One will be able to establish a direct link betweenthe organization objectives and the undertaken projects develop project Charterprocess the inputs to the process includesbusiness case benefits management plan agreementsto Define the initial intention for the Object then Enterpriseenvironmental factors, which are very important because project is happen in that environment the legalregulatory market conditions organization’s cultureenvironmental conditions. Social stakeholdersexpectations their behaviors, then organization processes. It’s so organization processes its includes all the processespolicies standards templates methods historical information. Ation, the lessons learnedfrom the previous project which is captured. So all these are required whilecreating a project Charter.So tools used to develop projectCharter would be expert judgment which mean involvementof those experts who are domain expertsor who are very thorough about the specific topicor specific subject on which project is being done. So taking their inputstaking their opinion and then including those pointswhichever makes sense and Covid are required asper the situation into a charter then data Gathering dataGathering from all those inputs what we mentioned and alsothe details of the projects what is mentioned relatingto that specific data Gathering then interpersonaland steam skills. This requires meeting with many different individualsof different capabilities and understandingwill be stakeholders. If I say at the moment who have also overthe stakeholder one knows about connecting with them and ensuring the Al’s of that particular projectrelating to that project are captured usinginterpersonal and team skills and meetings can also be doneto collect those details outputs of this processdevelop project Charter would be project Charteritself is an output and secondly assumptions long.So what are the assumptionsmade considerations made while developing the project Charter which hasto be articulated. So next process developproject management plan. Develop project managementplan is a process in a planning process group. So this is the second processwhere the idea is to have a comprehensiveproject management plan. So as defined in pmbok project management bodyof knowledge 6th edition, which is the latest versionthere are ten knowledge areas as I mentioned. So each knowledge area createsa plan develops a plan relating to that knowledge arealike scope management. We’ll have scope managementPlan cost management will have cost management plan like with eachof those knowledge areas will have specific plansdevelop but however, these plans are calledas subsidiary plans. So all these subsidiary planswill get Consolidated in integration value. So develop projectmanagement plan is a process in integrationmanagement knowledge area which consolidates allof these subsidiary plans. So This is the process of developing aproject management plan which includes definingpreparing and coordinating other plan componentsto finally integrate them into project management plan. The key advantage of developinga project management plan is that it acts as a road mapof all the team members.So this can becomean ultimate reference while executing the projectthis would provide the required directions and setthe objectives clear. And the plan which is made initiallywould become a baseline. So this also providea specific Direction which helps a projectto move towards the goal which is definedand with that unified goal a project deliverycan become successful. So inputs to develop project management processwould be project Charter which is an output of developproject Charter process, which we just discussed. So develop projectCharter process is part of the integration management. Egeria the output of the process comes as an inputto develop project management. So outputs from other processes as I mentioned every knowledgearea rest of the knowledge areas out of ten knowledge areascreate subsidiary plans. So those subsidiary plans will come as an input to developproject management plan. Then as I mentioned earlierEnterprise environmental factors and organizational processassets will also work as an input to developproject management. So the tool usedas part of develop project management plan or expert judgment data-gatheringinterpersonal team skills, right meetings outputs of develop project managementplan would be number one project management plan, which is a consolidationof all the subsidiary plans and detailing out on connectingthose together to have a execution of the projectbecomes smoother and easier.This would be an ultimateBaseline then next process is direct and manage. Look so direct and manage Project workis part of executing process group in integrationmanagement knowledge area. So as part of this processproject management Direction manage Project work and thisis an integrated process which will providethat visibility in entirety. So execution of workwill be done by the team who are assigned to do that work but project managerhimself or herself will not go and do the activity there sodirect and manage Project / process helps in directing and manage the project workand making required changes to meet the promised goalswith the correct direction and the management of the project the probability ofthe Project’s success increases while elevating thedeliverables quality. So this process is followed throughoutthe Project Life Cycle. So inputs to direct and manage Project workour project management plan, which is the output of developproject management plan process within the Same knowledgearea project documents like changelog Lessons Learned register Milestone listproject Communications.Then project schedulerequirements traceability Matrix risk register and risk metrics risk reportapproaching request. So now you may ask the questionyou may have the questions various disapprovedchange requests coming from when I am into directand manage Project work, which is the next process. I’m looking at after developproject management plan. And so if youvisualize the project in entirety in some partof the project sometime, there may be some deviation which is identified bymonitoring and Control process while assessing orwhile doing an auditing while testing theremay be some deviation which is found so that needs to becorrected to correct it a corrective action has tobe taken to do the correction.There may be changewith needs to be done and that will go as a change request to integratedchange management process, which is Monitoringand Control process group. Once that changerequest is evaluated that change requestwill be approved and that will come asan input to directin manage Project work to takenecessary corrective action. So prevent you actionscan also be in the scenario of proactive measurements, which is being done or forcingcertain things happens. So addressing the root causeyou Marik will do some changes. So like corrective actions prevent theaction defective repair these These are happeningthrough change approval. So those needs to beimplemented as that as a input coming from integratedchange management process.This has to be executed that executions hasto be directed and managed by project manager. Enterprise environmental factorswill also come as an input and finally organization processes it sotools used as part of direct and manage Projectwork our expert judgment then project managementinformation system. Meetings outputs of directand manage Project work our deliverablesactual deliverables, which is coming outeach deliverables with as per the plant shedule then work performance dataactual work performance data how the project is workinghow the project is executed. What is the status of it? What is being created? What is in progress at any given point in time isSherlocks issue logs are the one which used to captureall those deviations? It’s corrective measureswhich needs to be taken and this is managed byproject manager at tracker which is maintained byproject manager to track those issue logs during the executionthen change requests which are raisedduring the execution.Some deviations are found. Some corrections are to be madeto do the corrections. There may be change requestreleased for the deviation. Then project management planupdates based on those changes are based on the performance which are identified project document updates andSharon process assets updates. So yeop updates our organizationprocesses set up dates reason being there may be a learningthere will be a template defined that needs to go and sit in Opa. So this can be referred in any other project lateror within this project as the project progresses. It can be reused referringto Opa repository. So next processmanage project knowledge. So manage projectknowledge is a process which is included as part of 60. Addition of pmbok so earlierthere was no specific process to manage project knowledge inthe earlier editions of pmbok. So this is a new process which is include from the sixthedition of pmbok defined by PMI. So when I say knowledge one hasto keep in mind it’s all about know how so when wesay some people as I observed they say knowledgeis equal to information, which is not true informationsbasically gives you the message whereas knowledge provides.The actions the steps to dosomething no house. So in a project youmay require to Define no house. You may require to understandfor resolution of something. What are the steps involved for implementing somethingwhat are the steps involved? So those are definedso that should not be tampered. The Integrity of that has to beensured someone cannot just go and change those stepswithout any proper approval.So those needs to be correctlyensured a acknowledge, which is being createdfor the project remains. So managing that projectknowledge is very essential so that achievingthe project objective as discussed definedand agreed would be easier so that there is no ambiguitywhile executing so this can also be used in the futurelearning and references. So it is primarily done by using historicalor existing organization data and updating correctingthe current knowledge. Which over The so that needs to be updatedon a regular basis it majorly helps in liberatingthe organization knowledge and improvingthe project results. So as we discussedabout there will be something which is doneduring this project which are defined that means to maintain or hollowing therewill be something which we learnt that also need to becaptured and ensured that is not tampered.It is availablewhenever it is required in the current project aswell as future projects, which is being done in the organization so inputs Tomanage project knowledge process will be project managementplan project documents. Like Lessons Learnedregister project team assignments resource breakdownstructure stakeholder register and the deliverablesdeliverables, which are happeningduring the execution of the project unique deliverablethroughout the Project Life. Cycle may be a milestone deliverable then Enterpriseenvironmental factor and organization process asset. Tools used as partof manage project knowledge or expert judgementKnowledge Management tools interpersonal and team skillsInformation Management outputs of manage project knowledgeprocess would be Lessons Learned register the creationof what are the lessons which are captured and reference to those thenproject management plan updates based on those learnings thenOPM dates for future reference.Monitor and controlproject work. So the Monitor and control project work processis part of monitoring and controlling process group in an integrationmanagement knowledge area. So this process helps in order to achievethe performance objectives as defined in theproject management plan. This process is implementedto ensure all those deliverables which are being donein the project are according to what is defined.So in this model Ringand controlling process. The project is tracked reviewed projects overallprogress is reported which enables stakeholdersto get the exact idea of the project status. So this process is performed throughout the Project LifeCycle and it acts as guide or the project manager to ensure that the project is on schedulewithin the budget right and also the resourcesit’ll ization according to what is defined identified risksare monitored managed. Owing to what is agreed similarly stakeholder engagementprocurement communication scope. So in all perspectivethe nine knowledge areas, which we spoke about. So to reiterateon those nine knowledge areas, we can remember as scope management cost Management schedulemanagement Resource Management quality management risk management procurement managementcommunication management and stakeholder management. So monitoring and controlproject work will have the processes in allof these knowledge areas. So this process which is an integrationmanagement consolidates every control activities so that everythingwhich is defined in all these nine knowledge areasare noted monitored checked whether are they are happening as defined in pushto this process would be project managementplan project documents like assumptions log basisof estimates cost for guests and She logs Lessons Learnedregister Milestone list and quality reports risk register and Report schedule forecastwork performance information work performance data was input.Whereas here. We are seeingwork performance information, which basically a processed datato in a specific context of that particularmonitoring and controlling Project work activity. So other inputs maybe agreementsEnterprise environmental factors and organizational processassets tools used in monitoring and control project work ourexpert judgment decision-making data analysis meetings. It is very essential to collectthose data process the data see how this particular projectis being progressing.What is the current state? What was the actual onewhat says what is planned? So these needs to be understood so that necessaryactions can be taken. And moving forwardin the project. Whether should wedo some corrections so that we can bring backthe project to the track or should we continue the way itis running outputs of monitoring and control project workwill be work performance reports change requests projectmanagement plan updates and project document updates. So work performancereports are created with a specific objective and context is this report isused to discuss with the team. Is this report is youTo update the management is this report used to updatethe customer for review? So based on those context workperformance reports are created and templates of thoseare defined as part of the plan.So change request is an output reason beingthere may be a deviation which is found while monitoring and controllingthe project work. So to dothe necessary correction of that particular deviations, which is found change requestwould be raised the process 6 is perform integrated change. Troll which is a process which takes a change requestas an input and checks whether this change makes sense. So there is somethingcalled seven hours of change which we discuss while doingthe service management. So that is poor is the change. What is the reasonfor the change? What is the returnfrom the change risks of change responsibilitiesof change likewise, we defined seven hours. There should be answerto those seminars. So this process is performedto control the various change. Received throughoutthe Project Life Cycle. All the change requestapproved changes modification of final deliverableproject documents project management plan Etc reviewedperforming this process helps in keeping an integrateddocument containing the list of changes while assessingthe overall risks, which might arisedue to the new changes.So inputs to the process wouldbe project management plan, which is basically change management plan configurationmanagement plan scope Baseline. On schedule Baseline and costBaseline project documents which is basis of estimates requirementstraceability Matrix risk report then work performance reports like resourceavailability schedule and cost dataand value reports burn up or burn down chartsthen change request which is required for corrective actionpreventive action defect reports or any updates, then Enterprise environmentalfactors and organization.Sussex the tools used as part of perform integratedChange Control be expert judgment Change Control toolsdecision-making and meetings so and lastly data analysis. So the outputs of perform integratedChange Control would be approvedchange requests project management plan updatesproject documents updates. If you look at the outputsvery closely the input was change request whereas approve A changerequest is an output which means all those requestswhich are raised are checked. And if you recallapproved change request was input to directand manage Project work, which I explain from where that particularapproach change request will come as an input to directand manage Project work. So once it is approvedimplementation has to happen. That is the reason approachingrequest will go back to execution process groupdirect and manage Project work and then execution happensimplementation of In happens close projector phase process which is inclosing process group where the variousproject activities phases and contracts are finalized. It provides acontrol environment where project can besuccessfully wrapped up the closing process includesthe activities like preservation of the projectinformation completion of planned work the releaseof involved resources Etc, but we should rememberwhen we say close.It is not aboutproject closure alone. So it’s about pays as wella project will have many phases. So closing that phases while closing that phases close project phase the same processis triggered the inputs to this process would be project Charter project managementplan project documents and accept the deliverables other inputs shouldbe business documents like business case benefits management plan agreementsthen procurement documents. And organizational processassets the tools used during close project or phase process should beexpert judgment meetings and data analysis outputsof close project or phase project would beproject document updates final product service or result transitionfinal report and Opie updates. If we closely observethese lists of outputs. You don’t see an accepteddeliverable as an output You Don’t See The resultsof project as an output. It is a final product serviceor result transition, meaning the acceptanceof this particular product or service or results, which is created as partof the project is already shown to customer to the stakeholders and necessary signof required is obtained in terms of acceptance.So only then close project or phase processwill be triggered to complete all those necessary activitiesrequired to formally declare. The phase of a project orproject in entirety is complete. So that’s hot the integration managementknowledge area defined in pmis pmbok 6th edition, which is part of project management professionalcertification program. Project scope management, as you know projectscope management is one of the important knowledge areasof detained knowledge areas that we havein pmbok 6th edition.If you comparethe project scope management with the pmbok 5th edition, the previous one there hasn’t been much of a change inthis particular knowledge area except tradition of few tools and techniques whichwe will talk about and of course there arecertain tailoring considerations that are added which we will also be touchingupon As a part of this webinar in today’s webinar, I’m sure I’ll be ableto give you overview on the scope management and whatare the different processes that are associatedwith the scope management? So with this agenda, let’s get startedwith project scope management. So project scope managementis one of the knowledge areas that we have out ofthe ten knowledge areas that we cover asa part of the ombak when you preparefor PMP examination.Definitely you will be referring to the latest editionof which is pin. Bach sixth editionand today’s webinar and the training is basedon the latest pmbok, which is 6th edition itself. There are totalforty nine processes. There are total 5 differentprocess groups that we talked about and ten knowledge areas. So when you appear for the exam and when you preparefor the PMP certification, you basically study all of these you will studyten knowledge areas 49 processes and five differentprocess groups one of the knowledge areas today.That we’re covering as a partof this webinar in terms of giving you the highlevel overview is the scope management as a partof scope management. I’m sure you may have a lotof basic questions fundamental questionsaround this knowledge area, which I’m sure you will be ableto get an answer to some of those largely as you would knowand you would agree that the scope managementprocess covers about how we Define the scopeon the project how we go about controlling it and it’s more from the pointof view of of the kind of output that we are trying to deliverby the end of the project. What outcomes are we tryingto achieve for our stakeholders and what benefits of the project that we are trying to helpour stakeholder achieve or the result or the outcomethat we are working for if you really lookat whenever we work on any project asa result of the project what we get by the end of the project issome deliverable the deliverable could be in the formof some physical product that you’re launchingin the market.Are the deliverable could bein the form of some service or some result that you have producing and that result or the productis going to ultimately help your stakeholdersachieve the outcomes that they want to achieve through that therecould be various outcomes that they want to achieveby the way, for example, if you are launchingsome product in the market for your stakeholders through which theymight want to achieve the customer satisfaction, so that is outcomeof the product that you are tryingto work for your stay. Beholders outcomes are definedby stakeholders deliverables are booked a pound bythe team and the ensure that the producethe deliverables in line with the expectations that are agreedupon between the team and the stakeholdersand obviously as a team, we should also be knowingthe kind of benefits that the project offersto the stakeholders.That’s how these threethings are interlinked with each other nowwhen we talk about scope, obviously we have to lookinto the product scope and Project scope now. There is a product life cycle and there isa Project Life Cycle and just to give you an ideaabout the product life cycle, which is definitely much much bigger much much lengthierthan the Project Life Cycle. But obviously when weproduce any product, we basically undertakesome project and the outcome of the project is your product. But once you startworking on that product the product life cycle ismuch much longer and with in life cycle of a product. You might be undertakingmultiple projects. So there is a project scope. So for example, you have a product which you have alreadylaunched in the market and now we have undertakena small project to build some enhancementon the top of the project. So let’s say you are introducing the CRM cells managementsoftware in the market. It’s already therein the market.You have defined that scopeof the product what are things that you want to cover as a partof the product offering in the market basedon the category? It serves in For example, if it isn’t a sales management, they’re obviously you would liketo build the capabilities which will help your customersutilize your product or use your productin such a way that they can fulfilltheir needs and requirements. So you’ll ensure that your product is capableenough to fulfill all that scope from the customerspoint of view. Now when we talk about a projectnow project you could undertake for various purposes. One of the purposeis your product is already in the market and now you want to buildsome A small enhancement on the top of that so you might undertakea small project just to build that small enhancement and then you would completethat project within 2 months 3 months 6 months whatever the time period that is agreed between youand the customer so you have a projectscope in this case it is whatever the enhancement that you have agreedand your product scope which is obviouslybased on the product that you’re buildingto be launched in the market.Now if you talkabout the scope management, it will obviously coverproducts group project scope. Depending on whatfor you’re working on. Now. Let’s talk about certaintailoring considerations from the scopemanagement point of view. And this is what exactly PMIhas done from the sixth edition. There are certaintillering considerations that are being consideredfor each of the knowledge areas from example of you as well. This is importantto know what are the tailoring considerationunder scope management. We always say that one size solutiondoesn’t fit all so we’ll have to tell her the Is that we are working on so if I have to workon a scope management, I might have to tailor theprocess based on the context.I am working in andthat really differs if you’re workingin a banking industry. If you work in fmcg Industryfast moving consumer goods, if you are working in e-commerceindustry pharmaceutical industry manufacturing. So in each of theseindustries the kind of work that you may be workingon could differ the context is different you’re dealing withdifferent kinds of stakeholders. So it’s very important for us to tailor the processbased on the context that you’re workingin so knowledge and requirements management.How are you? Go to ensure that the knowledge is gatheredis documented and based on that you would haveto then think about the kind of requirements that they would liketo work a pound. How are you going to validateand control your scope now depending on the kind of context that you work in you woulddecide in terms of defining the acceptance criteria in termsof agreeing a pound how and when when my customer would acceptthe deliverables by the end of each phase or by the endof whatever the Milestone that is agreed between youand the customers so we can certainly Tayloraround this aspect as well.You would also need to definethe development approach how would like to buildthis product or project or some result or service that you are tryingto produce by the end of that project peoplemight go by an agile way or you like to stickaround the waterfall way or some project lifecycleor product line? Cycle that you would agreea pound between you and the stakeholders. So what’s thedevelopment approach and that’s going to differ if you’re workingin research and development the development approachcould be completely different than if you’re workingon reducing some product to be launched in the marketstability of requirements.If the changesthat are expected in the product that you’re developingare very high. Obviously, you mightnot be able to just go in a traditional way. You might need tohave more interaction. Ins with customermore feedback loops so that you can pickup those changes. You can validate yourrequirements more frequently and you will be ableto manage those changes in the requirements effectively. Otherwise, you would have a hugeimpact on the architecture on the design that youmay have already created. If the change is cometowards late in the cycle. And of course the governancethe complexity of project would also Define the kindof governance framework that you want toestablish on Project whether you would likeTo have got weekly meetings with your stakeholders fortnightlydiscussions escalation Matrix. What kind of a governance that you want to establish onthe project that you’re working on from school point of view. Definitely. It’s important to know. How are you going to managechange on the project? We have to tailor the processbased on these considerations.Now, once you’ve donethe tailoring of the process, then you get onto the projectscope management now under each of these knowledge areas,you will find various. Assesses, as a part of these knowledge areas talkingabout scope management. We start with plan scopemanagement and this is where largely we focus on how to planthe scope management activities on Project correctingrequirements is definitely one of the important process where we reach out to the stakeholdersto identify their needs and requirements basedon the project or product thatwe’re working on then based on the requirementsthat we have gathered.We defined scope and we ensure that whatever is definedin the scope. You only work on those itemsand not something which is not part of scope creating WBS processcertainly gives us an idea about what are the lowlevel activities tasks packages work packages that we have to work a pound and decomposition is oneof the techniques that is used while creating WBS. So creation of WBSis definitely one of the important processeswithin the scope management. Then we have to validate scopeagainst the acceptance criteria that is defined between you and the customerfor each deliverable that you’re producing by the endof each phase in Project or product life cycle. It’s important to Define veryclearly the acceptance criteria. And then lastly we have gotcontrol scoop and this is where we basically see how do we controleffectively the changes that might happen to the scope and how do we goabout managing those changes? So these are the six processes that we havewithin scope management. Let’s get onto each of these and we’ll do bitof a deep dive into it.These processes in termsof understanding. What is it? First of all,what are some of the inputs that we have to considerwhat tools and techniques can we use on the process? And what kind of outputcan we expect out of it? So let’s start with the first one which isabout plan scope management. And as the name saysplan scope management is all about we have to basicallyDefine our approach. How are we going to goabout managing scope on project? So it’s largely about definingthat approach like in terms of how are we going to To definethe product scope. How are we going to validate itagainst the acceptance criteria how the scope is goingto be controlled how changes on the or to the scopeare going to be managed.So all of those approachesare basically covered as a part of the scope management plan. And certainly this is one of the important documentfrom the point of view of if there is any confusion around like how weshould manage change that I can just goand refer to this document. Even if I’m new on project andif I wouldn’t know how to do that This documentwill certainly give me an idea about how I supposedto be validate scope against the acceptance criteria. So what is the overall approach that is being agreedbetween the team and customer so that guidanceand the direction is what this provides so that’sabout the scope management.Now, how do we reallycreate this kind of a document for that? We have to referto certain inputs. The first is of coursethe project Charter since we are defining the approach. It’s important for us to referto the project Charter. In terms of understandingthe high level scope that is mentioned therein the project Charter. We have to also referto project management plan. The project management plan isa subsidiary management plan. So it encompasses various plans, like for examplequality management plan.So largely we referto the Quality Management plan when we work on thescope management plan because quality will give you inputs about kind of standardsthat you want to follow while working or creatingon that product or service. Service or some result that you’re working onthrough that project. So it’s very important for us to refer to thator kind of Project Life Cycle that you would like to followor the development approach that is being agreed to pound. So all of that would come from theirorganizational process assets. So this will give usan idea about what kind of internal standards that you like to followwhat kind of templates that you would referto Etc Enterprise environmental factors. You would refer to certaininternal and external factors, like for example, if I’m building on the CRSales management software. I would also liketo look into some of the market product and seewhat is there in those products. And would there be any gap between what’s theirwhat’s available already and what we would like to buildso those Market factors or the products available in themarket would also have an impact on the overall plan that you’re creatingfor managing scope now, once you have a planin place, certainly, you need to be usingcertain tools and techniques while creating this plan itself.The first is of course. Expert judgment, youcan talk to the people who have been doing thisfor quite a while. These people will certainlygive us an idea about how to do it meetings. We can organize various meetings in order to engageright stakeholders. We can also gather data and sortof to discussions around it. So this couple of techniqueswill certainly help us and what do we expect by the endof scope management plan? Really what we get ultimatelyis the scope management plan is what we get as output. So I would know how the scope is goingto be managed on. Project by referring to this plan and I would alsoget requirement management plan. How am I goingto manage requirements on the project right fromGathering requirements right from what kind of a techniquesand tools am I going to use Etc who are the stakeholders? Am I going to engage? So all of those answers would come from therequirements management plan, including the traceabilityof the requirements.So that’s aboutcreating the plan. So once we have a plan in place, we know the approachon this project that’s going to be followedwhen it comes to managing. Aging scope. Then I start workingon the next process which is collect requirements as a partof collect requirement process. What do I have to do? Really? So this is a processwhere we basically ensure that we gather all the needsand requirements of customers, which will helpin meeting the objectives of the project thatwe’re working on. So, it could be manufacturingsome product that you are working on or comingup with some result or some process or some service that you’re trying. To launch in the market. So all of that could be a partof the collect requirements depending on the kind ofobjective that you have defined.So this will certainlygive us an idea about how to define the scopeof the product or project that wewere working on before we Define the scope. It’s important togather requirements. And in order to do that. We’ll have to use certain toolsand techniques we have to refer to certain artifacts which are already createdon the project by this time. So let’s get on to it. What? Kind of tools and techniquesshould we be using so before we get on to the toolsand techniques first of all, we need to referto certain artifacts, which I was just nowmentioning to you about like project Charter will help usknowing the high-level scope of the project.And of course, I would also know who are someof the stakeholders. I need to reach outto project management plan. Largely. As I said scope management plan requirements management planstakeholder engagement plan. Some of these plants would bedefinitely useful to me while working on Actingrequirements project documents. So I would also need to referto certain project documents like maybe assumption logor lesson learned if there is any lessonpreviously learned and if I want to ensure that those mistakeswouldn’t be occurring again. So that’s very important. I would also needstakeholder register which is very important because that will give methe list of stakeholders whom I need to engage Iwould also need to refer to business documents and one of the most important documentwould be business case because business casewill help me in understanding the background context how this project is goingto give benefit to my customers Etc aboutinvestment impacts all of that.Now most of the times there isalways the vendor engagement on the project somethingon the other hand. So I would needto know the agreements and those agreements will also give me an idea abouteither the kind of scope impact that would haveon this project what kind of contribution the vendorwould have on this and stakeholders aswell Enterprise environment. Factors and organizationalprocess assets would be here as well pertainingto collect requirements. What kind of a templatesdo I need to use? What kind of techniquesdo I need to use? So all of that would comefrom here when I work on collect requirements.So these are some of the inputs that I would need to referto now what kind of tools and techniques would help me when I start Gatheringrequirements on the project. What are the important toolswould be expert judgment. So I would reach out to peoplewho have done this in the past. I would talk to them I would try to First and theirperspectives your learnings and I will definitely engagethem in order to gather scoop. So maybe for examplebusiness analyst would be one of the best examples. So we have peoplewho have been working in business analysisfor few years and they know how to conduct certain workshopsfacilitated group workshops or conduct surveysor interviews Etc.So I would reach outto them in terms of gathering data again, there are various waysthrough which I do that one of the waycould be brainstorming. Actions, I would conductface-to-face interviews and the other waycould be also benchmarking. So as I said if I’m working on a CRM softwarefor Sales Management, I would Benchmark itagainst some well-known product in the market reputedproduct in the market and to then try to find out gaps and that will help mein analyzing the data and obviously gathermore data decision-making is definitely oneof the important tools that we use and they could be bevery small techniques that are used in decision-making likesimple voting technique just so that everybodyis engaged everybody’s involved. There could be multi-criteriadecision analysis based on the various criterias how those criterias would impact the decision costquality resource availability. So many of these criteriaswould be available for us to refer towhile making decisions definitely team skillsand interpersonal skills, like for example, whether do we have skillsin the team to conducting workshops like Nominalgroup technique or observations and conversationswith some senior folks and even do we have the facilitation skillswithin our team members.So that facilitated workshopscould be conducted and all of these would have certainlyan impact data representations. Like Affinity diagramcould be one of the examples in data representationcontext diagrams prototype. So these are someof the techniques which will definitelyhelp you in engaging your stakeholders from whomyou we’ll be gathering data and of course requirementsrelated requirements on the project. All right. So what do we get by the end of collect requirementprocess in the form of output you will get requirements documentationrequirement documentation would have whatever the template which is usedin your organization. You would have that and requirementstraceability Matrix. These are the couple of outputs that we can think of gettingout of this process. So requirement documentation is where all the requirements are captured and we havetraceability Matrix and that’s where we try to see.How do we Establish stressability of that requirement through the project lifecycle so they could bea backward press ability or forward disability. We see to it that once we pick up the requirementfrom the requirement specification document. We are analyzing itwe’re designing it coding is happening testingis happening. And then it’s a partof the implementation plan and it’s deployed successfully. So that’s theforward stress ability. Similarly. We can do the backwardaccessibility as well. Let’s move on to Define scope. This is so once wehave defined the requirement or scope management plan. Once we’ve gathered requirementsthen based on the requirements. We have to Define scope. So how do we do that? And what happenslargely as part of this? So as one of the definingscope you would see that basically we’retrying to describe what we are going to build what we are goingto create as part of this project and product.So whatever the productoutcome or result that you’re tryingto achieve here. Now you’re going to Definethem together with stakeholders and you’re going to be on the same pageabout what it is like and this is where you’ll alsobe capturing about the in scope and how scope itemswhat is in scope. As a part of this project. What is not partof this project? So for example, if you are producingsome software and that software is supporting only one language,which is English. So we need to be explicitlymentioning about that or if it is. Two languages, so we have to mentionexplicitly about that and it doesn’t supportBeyond these two languages or three languages which is being agreedbetween you and the customer acceptance criteriafor each of the deliverables that we produced by the endof each phase needs to be also explicitly captured.For example, when we talk about as partof the acceptance criteria, when you come upwith the requirement specification document as one of the deliverables so then hasto be some acceptance criteria agreed between when the Iwill sign off that document when it fulfillscertain acceptance criterias. So those needs to be explicitlyput down here as a part of defining scope. What do we use really when it comes to the inputto defining scope process. We refer to the projectCharter project management plan certain documents Enterprise environmental factors and organizationalprocess assets. So in terms of projectmanagement plan will refer to scope management plan in particular and in terms ofcertain project documents whew.Numbers that I gavelike assumption log if there is any assumptionaround when we try to Define scope will haveto explicitly mention about that assumption and that really helps usand we can also refer to requirements documentationthings like Risk register Etc. So those are alsovery useful to refer to while working on this processwhat kind of tools and techniques can weuse expert judgment is one such a technique which is used in most ofthe processes that we work on. It’s very useful we can usedecision-making like few things that I mentioned earlieras well multi-criteria decision analysis kindof a thing data analysis again, trying to find outwhat are the options that we have and how we canchoose the best possible option.So sorry for alternativeanalysis interpersonal and team skills. So this is whereyour facilitation skills will come into picture. Even if you want to runthe meeting you need those skills without whichyou won’t be able to do that and product analysis in order to find outwhat is in scope. Out of the scopeof the product and one that we are building sowe have to do the analysis of the product. What do we expect by the endof this process by the end of this process? We should have projectscope statement with us. So project scope statement. Will Define ultimatelyabout the product or a project thatyou’re working on and largely what we want to achieve or what we want to buildin that product or the project and certain project documentswill get updated as well.Like for exampleduring your Experience of defining scope if you come across anyassumption you would like to log that you want to also updaterequirement documentation. If in case therehas been any change that you observed you needto also go back and do that requirements traceabilityMatrix needs to be updated because now you have identified all the requirements putit into disability. So you can update that if there is impact atall and stakeholder register based on yourinteraction with stakeholder if you come across any Inchthen you would need to also did that. So now we have definedthe scope management plan. We have started Gathering requirementsbased on requirements. We have also created sortof a scoop for that product or the project thatwe’re working on. It’s time now for us to break downthat into smaller packages, which will makeour life easy to work on and that’s the partof your create WBS.So w is is your work breakdownstructure and as a part of work breakdown structure Whatyou try to achieve really when we break downwork into something which is more manageablesomething which is easy to estimate something which is easy to plan and most importantly based onthis work breakdown structure. We actually come upwith dependencies. We come up with schedule wecome up with an estimate. So it’s definitelyvery important for us to work about sowork breakdown structure is one of the important processeswithin the project management and we need Make sureeach work package that we create is brokendown at such a level that we can estimate it. It’s not a largechunk of requirement. It’s a smallchunk of requirement. So if you’re workingon hardware part, then you should be ableto break it down into the smaller smaller componentsmaller smaller deliverables so that you can estimate in terms of networkingrequirements in terms of Hardware serverrequirements in terms of the other middlewares that you would need to build that so those needsto be very clearly defined. And so that we can estimatefor each of these things.What’s the time required? What’s the money required and then we canderive the schedule and budget out of it. So to do that we need to certainly referto certain inputs project management plan project documentsome of the documents which I mentioned earlier as well Enterpriseenvironmental factors and the OPA is ororganizational process assets. Like for example, when we create WBS there arevarious ways of creating WBS so you can Well phased way youcan divide your entire project into various phases and you can just go on likefor example requirement as a phase design asa phase development as a phase and within eachof these phases you try to break down your scope items into the smaller moremanageable packages. So if it is requirement, then you would basically come upwith how are you going to manage your requirements requirementsspecification document.So that is oneof the deliverables. How are you going to collect? Like requirements, what are the various techniques which go to workon each of these so you try to Definethese deliverables as small as possible which we can thenassign to people later on in the form of tasks. And then obviously youwill be also useful when we estimate things as well. What kind of toolsand techniques can be used. I think when itcomes to create WBS, there are a couple of thingsthat we can do most important technique here is decomposition. Now as the name itself saysthe composition is all about Come down your largerpiece of requirement into the small ones. So whatever the scope itemthat you’re working on.Just try to break it offinto the small pieces, which is like we callit as a work package and that work package is smallenough to be completed within maybe around40 hours or so. So that’s the rule of 40 that they followbut it could vary so it could be 40 hours to 80 hours something which wecan estimate something which is you know, easy to learn about andwhich will also help us in the form of inputs when it comesto estimation of schedule and the budget expert judgment. We can certainly engagecertain smes into this and take the views as well what we get by the end of thiswe’ll get scope Baseline.And what we will get isthe project documents Edition. So project documentswill get updated score Baseline is somethingwhich is very important because you wouldBaseline your scope now we use a lot of different toolson the project. You might be using Ms. Projects, you might Be using for example Clarity there arecertain tools are available or simple people might be doing it inthe Excel spreadsheets as well. So once we defeatBaseline the scope that any change over and above would be consideredas a new requirement and it has to go throughthe Change Control Board Etc. Whatever the process that is being agreedbetween you and the customer and the project documents again, some of the documents that I’ve already mentionedto you could be assumption log or could be Stakeholder list so those will get updatedas a result of this.So if I have to justquickly summarize what we’ve covered we startedoff with scope management plan as one of the processes wedefined it and we created that now we know the approach on the project about managingscope then we started off with how are we going to collectrequirements on the project? What kind of inputs we can referto what kind of tools and techniques can referto excetera based on that? We Define scopeof the project, so I have a scope. Right now and I also havea disability metrics Etc. Now all this informationis going to be really useful when I do the next processwhich is about validating scope. So validating scope isall about understanding whatever the deliverablesare have completed whether those deliverables meetacceptance criteria or not. So there is something calledas the acceptance process and this acceptance processwill certainly help us in increasing the probabilityof final product. Service or result acceptance and this is clearlydefined between you and the customersfor each deliverable that we are producingwhat is acceptance criteria. So if it is a highlevel design document that I’m producingon the project, when would my customeraccept that or when with my customer approvedthat high level design document? So I move on to the lowlevel design document if you’re workingin a waterfall way so while its scope is importantprocess from that point of view.What we can useas part of input, of course, we need to referto project management plan, especially scope requirement and the scope Baselinethese three things are important from validate scoop on a view. So I would refer to the requirement managementplan and the school Baseline, of course project documents. Like there are certain documentsthat we can refer to Here For example LessonsLearned document or if I have got a quality reports or certain requirementdocumentation and most importantly traceability Matrix. So I’ll refer tothe traceability Matrix as well. Then I would have verifieddeliverable which is the one that you have actuallyproduced and verified and work performance data. So work performance datawould have the actual progress of the work that you’re makingon the project typically work performance datais captured in the tool that you’re using. So if you’re using Ms projects, or if you’re using Clarity,whichever the tool that you’re using your actualwork forms data is captured.So what’s your plan? Activities and what’syour actual activities that you have completed? So all this datais captured as part of that what kind of toolsand techniques can be used here, especially in validating scope. You would have few things coupleof things at least that you can usewhen it’s about inspection. So you are actuallyinspecting that okay, there are certainacceptance criteria that are given by the customer and I have alreadyproduced a deliverable. So does it really meetthe acceptance criteria or not? So I’m doingthese regular inspections which will actually help mein getting closer and closer to the acceptance criteriaof the deliverable that I’m producing and obviously decision-makingtechniques would certainly help in terms of getting opinionfrom people as well. What do I get out of this? I would get the accepteddeliverable by the end of this process. I would know whether my customers havealready accepted it considering that this meetsacceptance criteria or not work performance information. So work performance informationwill be one of the output as I mentioned.It will come from the tool if there is any changeat all during the raviv during the inspection. Typically what happensyou’re showing the deliverable to the customerand you’re trying to show that have it meetsacceptance criteria, but they could be changed. They could be like based onwhat you have shown to the customer customer might justsuggest you few changes. So that might be a partof a change request which will followthe change request cycle and certain project documentswill get updated like Lessons Learned documentor requirements document.Or even for that matterrequirement traceability document would alsoget updated if required. So this is what we can expectout of validate scope process. So now that we have donelike we’ve come up with a plan. We have gathered requirements. We’ve defined the scope. We also validated requirements. It’s important now for us to controlthat so that the score creep can be avoided scope creepavoidance is very important. And that’s where the projectmanagers role comes into picture ensuringthat The scope is defined. So well that there is no needor scope creep doesn’t happen. So let’s talk about lastand the most important process which is about control scope aspart of control scope will look into first of all, what is it really? This comes as part of themonitoring process and this is where we try to monitor statusof the project and product scope and whatever the changes arethere needs to be incorporated to the scope Baseline, which is maintainedthroughout the project as we Discussed already thatonce we have defined the scope.We have to also come upwith the scope Baseline, right? So once it is Baseline, once it is agreed or an aboveif there is any change it has to go through a change process. So that’s the partof your control scope and monitoring what kind of inputs I need to referto for this I would need. Of course theproject management plan. I would need project documentswork performance data and Opie is so all of these we have alreadydiscussed earlier as well.Well, so like for examplein this case project documents, like I would needLessons Learned documents which will be very usefulto me and that’s all the tools and techniques which will be usefullike data analysis. I would do the trend analysis. For example, I would also be able to do the alternativeanalysis Etc and based on that what I will get as a part of the control scope isthe work performance. So work performance. This is where Iwill come to know about. What’s the kind of progressare making on the project. Is it in line? What I have planned or is it like I’m behind the scheduleor ahead of the schedule or how am I doing since we’re talkingabout scope then how am I doing with respectto the scope change requests if there is any new change that the customerwould like to introduce so that will definitelybe the output which will go to the process where the change is going to be processed projectmanagement plan will get updated if you acquired project documents might getupdated stakeholder register or for that matter assumptionlog traceability Matrix.So any of these documents wherever there isimpact as a result of the control scope processwould need to be updated. So this covers all the processesthat we have to cover as a part of the project scope managementproject schedule management. We have to talk about someof the important topics associated with projectschedule Management. In fact, oneof the important change that the PMI has done as a partof the pmbok 6th edition.Involves We Now call it asschedule management and not just the time management. So it’s important for us to understandwhy schedule management and what are someof the important processes within this knowledge area that we need to understandnot only just from exam point of view, but also from the implementation from this project schedulemanagement point of view. So today’s webinar is basicallya very high level overview on Project schedule management. We will be talkingabout about the project schedule the variousprocesses within that and how to manage theproject schedule effectively. So let’s get started with the projectschedule management webinar. Now, as you all know project schedule isvery very important, especially from the pointof view of the project manager because project manageris ultimately responsible for ensuring that the project is deliveredwithin the schedule and hence as I And earlier that the schedule management is one of the mostimportant knowledge areas that we have within the ten knowledge areasthat we talked about. So apart from theother knowledge areas that we cover as a part ofthe project management trainings like Risk Management or for that matter stakeholder managementResource Management Etc.One of the importantone is definitely the project schedule Managementin this webinar today. What we will talkabout is basically within the schedule management. What are some of ofthe important tools and the techniques that we can use in order to manage the scheduleeffectively in order to derive and develop the skillof the project effectively. So we will take a lookat those skills tools and techniques that are requiredand apart from that. We will also lookinto the monitoring and controlling aspects of the project becauseas I mentioned that once we get startedwith the project activities, it’s very very important for us to ensurethat we control and manage those activities.In order to deliver the projectwithin the agreed schedule, we will definitely talk abouthow to do the monitoring and controlling ofthe scheduling activities. Not only that. We are also understand the importance of timelycompletion of the project. And in order to achieve that how we can approach theschedule management activities in an organized manner so that we will have a bettercontrol over the schedule that we have derived. So we are goingto actually go through all the processes Within. In the schedule managementat a high level so talking about the project schedule. Now, it’s important for us to understand few aspectsaround the schedule management. First is of coursethe scheduling methods there are various scheduling methodsthat we use now when we talk about scheduling as you know that we approachthe project scheduling in a very systematic mannerwhen we refer to the pmbok while working on the projects because pmbok has prescribed and has giventhe various guidelines and Given various principles for doing the effectiveschedule management.There are certainscheduling methods which are also being given to us and they are availableto us which we can refer to while working and derivingthe project schedule. So project information willdefinitely is going to be one of the important factors whilederiving the project schedule because that’s goingto be the input for us when we arrivedat the project schedule. So if you lookat this information, whatever you see on the slidelike this the project. Information is inputbased on which we can derive the schedule usingthe scheduling tools and with the right set of skills that you possess asa project manager or as a part of the project thatyou’re working on. Then you will be able to derive the projectschedule effectively. So there are these aspectsthere are these components when we workon the schedule management. We need to have enoughinformation about the activities about the phases about the Milestones about theproject background context Etc. And then once we have That we can apply the right scheduling toolswhich we are going to talk about very soon and there arecertain scheduling methods which we can use as wellin order to approach the deriving of the schedulein a very very organized manner.So that’s how it typicallyhappens on the project what we get at the end isbasically the plan so when we actually begin working on the schedulemanagement activities, one of the importantpart is coming up with the schedule model, so that’s where weessentially capture. ER the various dates of the keyMilestones of the Key activities and we come upwith a schedule model which can be then trackedacross the Project Life Cycle. So all these things are very very important from schedulemanagement point of view. And if these thingsare in place, then you will be ableto effectively manage the schedule of the project. So let’s talk about the tailoring aspectof the schedule management. Now if you seethe pmbok sixth edition, it definitely focuses moreon the tailoring aspect. The process and that’s definitely veryimportant as a consultant when we go to the organization’s and when we try to workwith those teams, one of the importantresponsibilities that we have is how we can tailorthe existing process in order to makeit more effective in order to make it in sucha way Taylor it in such a way that the project teams can findit very easy to implement.So some of the tailoring aspectswe will talk about so when we talk aboutthe scheduling process particularly one of the We need to take into considerationis the life cycle approach. So there are various life cyclesof the project that we talk about it could be adaptivelife cycle predictive life cycle or hybrid life cycles, or we have the iterativeand incremental life cycle. So which Project Life Cycletypically you are going to adopt to or you’re goingto basically apply or which is that approach of theor for the project lifecycle. Have you really chosenor have you agreed as a team? So that’s oneof the important inputs which needs to be considered availability of Sourceswill actually help us in tailoring the processespecially with respect to the schedule because we need to come up with we need to havethe resource calendar in place. We need to do the resourcesmoothening activities. We also need to do theresource leveling activities. So for that all you need to know what is the resourceavailability Technology support also has important role to play.So if you have a bettertechnology in place, they’re obviouslywhile doing the estimation of the activities youwould factor that in so if you’re workingon an it For example, and if you have the right setup automation Tools in place, if you have a continuousintegration continuous delivery pipeline in place, then obviously that will make that much easier doingthose activities with respect to release management or with respect to deploymentof the software package from one environmentto the other environment.So that will have an impact onthe duration of the activities and various project Dimensions, which could be fromthe customers point of view. It could be from the scope pointof view or it could be other Angles of the project or dimensions of the projectsthat we talked about. So these things needsto be taken into consideration, especially with respect to coming up with the projectschedule now talking about the various processeson the schedule part of the project. Let’s just first understandthe various processes that are involved as a partof the schedule management.It starts with planning andthat’s how typically it happens if you pick upany knowledge area one of the The important things that we should be doingis the planning and once we have a plan in place that will make itthat much easier for us to then juststick to the plan or just refer to the plan and execute the schedulemanagement activities. So once we have a plan in place, we try to understandwhat activities are involved into this project.So whichever the projectthat you are working on, it could be researchand development project. It could be an ITproduct development project or it could be any manufacturingproject that you’re working on. So what are someof the activities that are involvedinto the project so you come up with the listof those activities once we havea list of activities, we need to understand thesequencing of those activities and this is where we take intoconsideration the dependencies. What is the dependencyof one activity over other and for that at times we need to factorin various assumptions and all that needs tobe also documented. So hence, the next process issequence activities followed with which once we havea list of activities. These once we know thesequencing of the activities, then we can certainlycome up with the duration that is requiredto complete that activity.So if it is requirementGathering as a phase within the IT project and we have activity of conducting the requirementGathering Workshop. So once we know the sequencingof this activity, then we can certainly be ableto estimate the duration that is required to perform the requirementof gathering Workshop. So that’s how quicklyit happens and then once we put together Allthe activities and we estimate activity durationof each of the activities that we have listed down. We just put it together and we can just roll it upor we can just totally top in order to come upwith the project schedule. Once we havea schedule in place. It’s important for us thento continuously Monitor and control that schedule.So it’s a very very logical sequence of theschedule management processes. We start with planning and weend with trolling the plan controlling the schedulethat we come up with. So now what we’ll do is wewill understand these processes bit in more detail. Now, we havea training program on PMP. That’s where we discuss allthese processes in depth and we spend hours together on just understanding thescreed management activities. So as I said, this is one of theimportant knowledge areas and definitely this knowledgearea consumes good amount of time within the PMPtraining program as well. So on this webinar, we may not be ableto achieve or cover. These topics with the samedepth of knowledge, but we will certainly be ableto cover in terms of width and what all is there at a high level from the basicfundamentals perspective. So starting with the planningpart whenever we come up with the planning aspect of the schedule management the way this wholething is organized. I’m sure by now someof you may be knowing that we have certain inputs that we consider for each ofthe processes that we work on.There are always certain inputs that we consider and thenthere are certain tools and techniques Thatwe need to use and what we get by the endof the process is some output. So we have alsoorganized these slides in the similar manner. So for each of these processes, we will be understandingwhat are some of the key inputs for the process.What are someof the tools and techniques that we can use in order toeffectively work on the process and what we can expectby the end of that process. So let’s just get started with the first processwithin the schedule management, which is plannedschedule manage. Starting with the planningaspect just understanding the background of this process.So this is the process where we will be comingup with the plan for schedule management. So what will activities we should be performing as a partof the schedule management is what is documented here? What are the procedureswith respect to those activities What policies weshould be adhering to what kind of a schedulemodel for example, we should be following what kind of estimation Techniquewe should be a following. So all those things needs to be certainly Thirdas a part of this plan, so we will definitely be ableto do the effective planning will be able todevelop manage execute and control the project schedule if all those thingsare documented effectively, like for example, what is going to be my Approach when it comesto the sequencing of activities, right so I candocument that approach. What is going to bethe estimation technique that I should be using. Is it the port technique that I will be using or isit the bottom of estimation that I will be using or should we be usingon the project estimation? And the analogous estimation or should we be usingthe expert judgement Etc.So collectively as a team, we actually agree to thatand we document it we put it together in the plan. Now this also gives guidance. This also gives Direction on the project while workingthroughout the project. We need to refer to the planwherever we are stuck or if in case the project manageris not available if team wants to refer to the plan and get goingI think this is the document that we can look forward. To so plan is very important not to starting with the inputsfor each of these processes. As I mentioned. Let’s understandfor planning part.What kind of input that we can look forwardto certainly when we do the project management as partof the scheduling part. It’s important for usto know the scope now. We are coming upwith the schedule. Remember that we’re workingon the project and we’re coming upwith the project schedule. Now in order to do that. We need to knowthe list of activities. We need to know the sequencingof the activities. We need to estimatethose activities.Now for that we needto obviously know what is the project scopeand any other information which you might getfrom the various documents on the project could bethe project Charter is one of the important input that we can refer to that law. Also, give us an idea about someof the key Milestones suppose. When am I supposed to be completing the requirementsspecification document? When am I supposed to becompleting the high level design or the low level designor the built activities? What is the date by whichwhen I should be taking yup, the uat sign off orthe business acceptance testing or user acceptancetesting sign of Etc.So those are some of the keyMilestones on the project that I should be aware about which will come from the projectCharter now apart from that. There are also a few more things that we need to be aware about while working onthe scheduling aspect of the project the other area of the input that we talkedabout is Enterprise environmental factors. So there are certain factorsas an organization. There are certain internaland external factors, which will How an impact oneof the examples could be the cultural aspectsof the organization? How is the overall culture and the structureof the organization? Is it to hierarchical structure? How is the general culture? Is it to inclusive or is ittoo much process-oriented? Is it autocratic? So what kind of leadership stylegenerally this followed so some of these aspectswill also have an impact resource availability.What kind of project managementsoftware are you using there are various example of the p.m. Software’s some of you maybealready use Seeing softwares, like maybe there are software isfrom the Microsoft. So MS project could beone of the example or there is prime Veraor clarities there from CA so there are varioussuch a software’s which are there for managing the projectfor managing the schedule. So which one are you usingor the commercial aspects that are publishedon the project? So some of these things willhave an impact as well as inputs to the planning part apart from that there issomething called as oh PS which is nothing but or Ithas a tional process assets. Now, you will find theEnterprise environmental factors and organizational processassets will have an impact or will be the input factors in many processes almostin all the processes.So if you talk about o PS o PSwill give us a lot of data about the historical information about the projectso very very useful, especially if youare implementing the techniques like analog is estimation historically estimationor parametric estimation. These data will be bevery useful to refer to or if you wantto refer to the plan. What kind of a templateare we going to use for schedule management plan? So that template will comefrom the Opie’s.So these are some of the inputs that we can look forwardto what kind of tools and techniques can be usedon this expert judgment so we can engage people who have got previous experienceof doing the schedule management and take their inputs. We can analyze the data wecan analyze the data and this data could be basicallythe alternative analysis. So for examplemake By decisions. So if we havethe problem statement, if you have the context of the project then obviouslythe kind of solution that is being agreed that will also havean impact on the planning that you’re doingfor the schedule management.So we have to analyze the dataor reserves analysis would be one exampleso management reserves. How would those be putinto the plan or for that matter certain buffersthat we come up with? So how do we goabout doing or putting that while working on the plan? So we have to analyze the data? And that actually helps meetingscould be very simple yet very very important tool that we useon the project and meetings. We need to know when to conductthe meetings whom to invite for the meetings and how we can engage allthe stakeholders effectively in order to come up with the plan for doingthe schedule management. Now, what do we getat the end of this process is obviously will getthe schedule management plan. So schedule management planwill essentially have some of the important aspectslike the schedule model. What is my project schedule? So as I mentionedthe project schedule model is nothing but my projectschedule with some of the key date some of the key Milestones some ofthe Key activities included into that level of accuracy.What kind of levelof accuracy should I consider? So is it likeand that’s something which needs to be agreed byeverybody all the stakeholders. So when I am I doingthe estimation would it be okay with the 10% plus or minusas far as the estimation of the activityduration is concerned or should it be 20% or should itbe just five percent. So depending on the the projectdepending on the stakeholder agreement you come upwith the level of accuracy that’s required unitof measurement. What are we doingin the estimation? Is it in ours? Is it in person days? What is that unit that you’re goingto use control threshold? So as I said that when we come upwith the estimation, so we need to know that how much shouldbe the threshold how much should bethe upper limit or the lower limit which wecan still withstand with which we can still lose weight, you know in the variations so we should be knowingthat like in level of accuracy.We say what Confidence levelwith which we are planning this activity similarly controlthreshold will have the positive and negative in terms of plus or minus control thresholdfor the schedule of the project so it could be maybe plus 10 and the minus 10% scalevariations are allowed. Okay or is fine basicallysomething which you know, everybody is agreed that control thresholdor five percent plus or minus or 10 percentplus or minus is something that could be absorbed. Then the project schedulemodel maintenance of This is where we talk aboutthe monitoring part of it. So how we canmonitor the schedule how we can come upwith the variances and monitor it effectively andorganizational procedures links.So that will come from your oh PS andthat will be a part of oh PS later as well rulesof performance measurements. How are you going to dothe performance measurement on the project? However, we go to from where this data will comerelease an iteration length. So if you are workingin small iterations so we can also agree uponwhether iteration should be three weeks or four weeksor what should be the duration. Reporting formatsif you are using any tool, so should it be automated orhow it should be so that talks about the planning aspectof the project. So that isthe first process now, we are movingto the next process which is about defining activity.So once we havethe plan in place, how are we going to approachthe schedule management and what’s their plan for doing that then I can get startedwith the first activity which is my defining activities. That’s another important processthat we need to work about. So, this is the process. Is where we come upwith the various activities by referring to the scopeof the project. So once I have a scopein place, obviously, what I would be doingis referring to the scope. I will come up with someof the key deliverables of the project. I will break them downinto the smaller work packages and those will be thenbroken further down into the activities then each of these activitiescan be then estimated. So if it is the requirementsthen requirements will be broken down into the varioussmaller activities. So I Certainly be able to sharewith you a very quick example, which will help usin relating it better as well. So as you can seeon the screen here, so if it is a project management as one of the phasethat we are working on so we could be performingvarious activities.It could be identifyingthe focus group targets or perform the focus groupmeetings or conduct surveys. So these are someof the activities that we have agreed upon. So I have a work package by the name project requirementsa project requirement is for the the brokeninto various activities. This is what essentially thistalks about defining activities. So one of the thingthat we use here the technique that we use hereis a decomposition. We decompose these work packagesinto these smaller activities, which will then help usin estimating better. What input can be use in termsof defining activities. First is a post. We refer to the projectmanagement plan in order to understand the approach that we are going to useon defining activities.We will also be able To refer to some of the internaland external factors like if there is some commercialinformation available, which is published and I can referto that information in order to come upwith the estimation. So that could be one factor. It could be the PM is which is projectmanagement information system. So it could be Ms projectsor it could be prime Vera or it could be Claritywhichever the tool that you are using under. Oh PS I can referto some of the processes how we can do the activitydecomposition for Apple or how I can refer to someof the past knowledge on this project so they could bethe knowledge repositories, which I can refer to whichwill give me some insights into doing the activitydefinitions as well as some planning informalplanning activities could also be scheduled. So that’s the inputwhat kind of tools and techniques I can think ofwhen I Define the activities I can certainly takeopinions of the exports who can give us idea abouthow we should be breaking down these work packagesinto a Wood is how I can Define the workPackages Etc decomposition is a technique whichI told you about so I can break downthis work package into the various activities.So requirement is broken down into various activities as Itook this example similarly, we can also usethe technique called as rolling wave planningnow rolling with planning and something called asa progressive elaboration goes hand in hand. So as we go ahead working on the projectthink starts unfolding and we keep on gettingmore and more information. About the phase is about the Milestones aboutthe requirements scope Etc. So ruling we have planned is nothing but likewhatever the information that I have todaybased on that I do a bit of a detailed planningfor next one month or two month and the information that I may not behaving in detail, maybe after two monthsor after three months or four next three months.I would dothe high level planning. So the detailed planningfor one month or two months or maybe a three months. Okay, or could bejust For 15 days and then high level planningfor rest of the time period so that’s the thing but byRolling wave planning so that another technique which we can usemeetings again something which is very useful always what we expect by the endof defining activities process.The first thing is, of course, we will come upwith a list of activities like the one that I showed you. So if I have a requirementas a work package that I can break downthat into various activities what I would get by the endof this process is the list of Activities the another thingis activity attributes. Every activity will haveits own attributes. So for example, if it is identify focusgroup targets is an activity. Then I would need to put some attributes around thisit could be assumptions for this activity start date enddate dependencies of succeeding proceeding activity Etc. So those things will bea part of the attributes of the activities and those attributeswill certainly help us in estimating the duration aswell as we go Milestone list for each of these projectswill have key Milestones like by the end ofthe project requirement phase.What I will get isProject requirement finalized or signed off or requirementspecification document. So that’s my Milestone. So when I prepare this document that is goingto be my Milestone, so I need to know the list ofMilestones the change request. So since I am referringto the scope, I am decomposing the scope. I am getting into the scopein a very detailed manner so that means While interactingwith the stakeholders and the customers I would alsobe able to sometimes get the change requests whateveris missing to be added.So that might come as change request which we need to dealwith project management plan will also get updated withrespect to if there is anything that needs to be changed if there is any specificlearning we just go back and update the plan as well. So that’s the defining activity. So just to quicklysummarize we started with the project schedulemanagement as one of the important knowledge area.So I told you that schedule managementstarts with planning the Skrill managementfor the project. Once we have a plan in place. That’s where we Define the approach of doingthe schedule management. Then we come up with the listof activities as a part of the defined activity process. So once we havea list of activities, then the next logical thingwill be sequencing them. And that is what is done as a partof sequence activities process. So let’s get into the sequenceactivity process correctly. So in this process as the name says Process is allabout just putting together the activitiesand just sequencing them. So we need to understandthe dependencies and relation between the activities. So sometimes as Imentioned we need to factor in the constraintsaround activities. We need to factorin the assumptions. So all of that will bea part of your sequence in activities nowwhile doing this while sequencing the activities, what should I refer to as input the first thingof course the plan so that will give me the approach about how am Igoing to sequence activated? Beauty’s so that’s whyI plan is important.We also need to referto the school Baseline obviously because ultimately these activities are broken downbased on the kind of scope that we are workingon Project documents like activity attributes. So when I’ma sequencing activities, I need to understandthe various aspects about the activity. So those are nothingbut the attributes so I need to know the Assumptionfor each of the activity. I need to know the complexityof each of the activity. Okay. I need to know the precedingand succeeding activity. I need to know the other. Related to that activity so that I can sequencethem as well. So activity list obviouslyis important assumption log as I mentionedaround the activities and the Milestone so that I can sequenceactivity accordingly to achieve that Milestone underEF or Enterprise environmental factors. We can also use p.m. Is tools as Imentioned like Clarity or workbench could be another one or again sequencingactivities scheduling tool could be used specifically thereare certain scheduling tools like workbench couldbe one of the all and organizationalwork authorization system.So that will give you an ideaabout who is going to work on what so that’s another area which we can explore and rops we can referto some of the templates for sequencing activities if they’re already defined and we can also get accessto various project files which will giveyou a lot of inputs while working through this and what kind of toolsand techniques can we use while sequencing activitiesthe most important one here is precedence diagramming method. So as a part of The studentsdiagramming method we should be able toput this activities into sequence by usingthe activity on node or activity on Arrowkind of a methods and I can just quickly show you how the Precedence diagrammingmethod looks like just for you to get an idea.So as you can seehere the Precedence diagramming method this is where we basically putthe activities on node and we just sequence them and weput it in a diagrammatic manner so that we would knowhow the activity flu. This one by oneand the overall flow of the activitiesthe flow of the work and at the same time that actually helps usin understanding dependencies and sequencing thembetter dependency determination. So that’s another importantaspect and leads and lags so leadsand lags are nothing. But if I am saying that I have got a leadover the activity that means I can actually startthe activity by three days or two days early, but sometimes there are lags.So that means I have to waitfor that activity to start so for activity to startso Take a very quick example of let’s say painting a house. So when you paint the house, you need to First removethe flakes of the old paint and and stay coolat is removed. You can’t really startthe pending activity. So can I say that in orderto remove those flakes? I would need three days. So I can’t startthe painting activity. At least we need to waitfor 3 days there. So there is a lag for painting which is a succeeding activityin order to start that succeeding activity. I need to wait for Atleast three days so that is my lag and sometimes there areactivities which we can start in parallel as well. So one of the quick examplecould be you’re working on a high level designand the low level design so you have highlevel design in hand, but I’m sure you know, you can also start workingon the low level design.So that means youhave got a lead and you can actuallystart three days early or two days early. So those things alsoactually helps later on when we decideabout fast-tracking and crashing of the projectand I’m going to talk about that as we proceed whatif we get By the end of it, obviously we should be gettingthe desktop activities which are sequenced. So project scheduleNetwork diagram is what we should be gettingand as a result of any changes or as a resultof any new learning, even we updatethe project documents. So that’s what wecan certainly expect. So I’m just goingto show you very quickly the project Network diagram so that you will get a fair ideaabout how the network diagram looks like and yeah, in fact, this could be oneof the example of the way Network diagram is drawn, so You will get itfrom the tool itself these days because there areeffective tools which can give you the network diagram, which will then helpus in calculating the critical path Etc.So that was about sequencingpart of the activities, which we can do by using the PDMor precedence diagram method. So that is somethingwhich is very very useful Method All right, so moving to the next process which talks aboutestimate activity duration. So when we estimatethe activity duration now, we have a list of activities wehave also sequence those a DVDs and created the network diagram.That’s where we are. And now we have to estimatethe activity duration. So this is where essentially we come upwith the time period required for each of the activities. So if I have this listof activities that I can easily come upwith the time period that is requiredfor conducting surveys or for preparingthe market research findings. I would need maybe 12 hoursor for consolidate analyze data. I would need maybe 18 hours so I would be Able to come upwith the estimation for each of these activities inwhatever the unit that’s agreed and that’s basicallyagreed and put and captured in the plan and thereforeas a part of the inputs.One of the thingsthat is required is the project management plan which will give us an idea about schedule managementplan movie to the next part, which is another input isof course some of the documents which we need to refer tolike activity attributes because when I’m doing the estimation, I need to refer tothe characteristics attributes of the a DVDs list of activities any assumption around the activity will helpany past lessons will help while estimating the duration, of course the rest of Milestoneswhich will help us, right? So if I know this particularMilestone has to be completed by this particular dateand I need to then find out whether I can fit that into the schedule or not project teamwill be actually doing the estimation as well and apart from that under the Enterpriseenvironmental factors.I’m just going to giveyou some of the examples could be productivity metric which Which we can certainlyrefer to productivity metric will help us in coming up with the estimationfor the activities. So if I know that the market researchdata analysis previously took us maybe 18 hours nowon this project also, it could took 18 hoursat least right? So that kindof a productivity analysis or the productivity metrics actually helps us inunderstanding the productivity of the employeesof the team members and that will certainlygive give us input while doing this to Mission. Another thing couldbe the location. One of the team members so it could also havean impact the location of the team membersthe time zone differences would also be having an impact and rops project calendarneeds to be referred to scheduling methodologies.We also need to refer to what isthis grilling methodology that we’re goingto use really and there are various methodologies that we are going to toucha pound very soon. So that time you will be ableto cover those in terms of technique tools and techniquefor doing the estimation. One of the important tool isof course expert judgment, which is very very simple yetvery powerful tool.Tool that we can use anotheris analog is estimation. This is where we compare itwith the previous project and we estimatethe ongoing project parametric estimation is basedon the various parameters of the project and a very quick exampleof the parametric estimation if we have to take likelet’s say you’re working on a software projectand there are certain parameters that we can thinkof one other thing could be database connectionsor input validations.So if I know that input validation isa medium complex tasks and for that usually It takes1 hour if it is medium complex. So if I have three such a taskto perform I can easily say that that will take three hours. So based on these parameters. I can actually come upwith the estimation three point estimation is alsocalled as the program evaluation and review techniqueor put so this is where we factor inthe most likely pessimistic and the optimistic estimation.So all these three estimationsare put together and the activity duration is derived out of that and thenof course the meetings that’s where we engage allthe stakeholders data analysis also helps usthe previous data analysis or for that matter evenfactoring in various constraints of the projectand analyzing the data. So those things alsoreally gives us an idea about the various aspect of the scheduling decisionmaking techniques. So there are various optionsthat are explored when we are doing the schedulingwe can actually think of the various decision. So make or buy decisioncould be one such example, so if I have to buythis solution as it is, how long would it take And if Ihave to build this completely, how long will it take? So make an by decisionbottom-up estimation is what we have been talking about here when we decomposethey were packaged into smaller activities and we estimate eachof the activity.We just totallyTurf from the bottom up and then we derivethe project schedule. Now, what do we expect by theend of the activity duration? So obviously we should beexpecting the duration estimates for each of these activitiesrolled it up at a project level. We get a durationof the Project based. Is of estimates sowhy are we estimating what we are estimating? So what is the basicsof the estimations? We can certainly documentas much as possible. When am I sayingthat the data analysis of the market researchwould take 18 hours so why is it so what is the basis for that? So maybe I have factoredsome resources with some skills. Maybe I have factored. Maybe I’ve assumed probably that all the data isavailable and there is no dependence or anybody. So what are those assumptionsone of those considerations for estimating? So that’s my base. the best Dimension then in almost all the processesyou will find Project documents getting updated basedon the new information or based on the changes that you might be receivingas part of the project so just to connect your back what are we coveredso far so we started with the schedule managementplan we created a plan then we startedwith coming up with the list of activities then we sequencedthose activities we created the network diagramEtc and then we started estimating the activity durationfor each of these activities he’s so once we do that then obviously wecan come up with the schedule so let’s understand how to come up with schedule as a part of the developedschedule process so this is where we actually derive the project schedule basedon whatever the work that we have done so far and by referring to the schedule model as wellwhat kind of input can we think of the first thing isof course the plan because plan always givesus the approach for each of these processeswhat is the approach that’s decided on the Projectand that’s why we need to keep referring to the plan.And since we are derivingthe schedule we need to refer to the scope Baseline as well. The other documents the projectdocuments like the attributes of the activity assumption logbiased only successor has to those documents will bevery useful here agreements. Now, we are talkingabout developing a schedule. So if you are engagingany third party, we have certainagreements with them. So we need to also takethem into consideration. So that will factorin those contractual. Commitments while developingthe schedule now, let’s move on to the otherfactors like Enterprise environmental factors. So we also need to refer to someof the communication channels or scheduling tools, which will actually help usin doing these things maybe in a bit professional waywith swiftly as well.So I did mention someof the examples of the scheduling tools aswell communication channels. So for example, if you are engagingthe third party vendors, if you are engagingthe various stakeholders, how are you goingto communicate to them? What is The communicationChannel which is agreed upon. So that’s another thing also the schedulingmythology some of them which we already coveredwhat kind of tools and techniques can we use while developing schedulethe first is of course the network analysis. So we do the schedulenetwork analysis. I also showed youthe network diagram.So once we dothe network analysis, we actually come upwith the schedule. That’s the minimum time that is requiredto complete this project. What are someof the critical tasks that needs to be performed and that’s also a partof your critical. Well path method socritical part method as I mentioned to you that if the networkdiagram is created. The critical path is nothingbut the path of the activities which we need to complete oneby one where there is no float. So you will not getany extra time to perform those activities. So all those activitiesinstead we perform based on the estimated time that you have estimatedfor those activities. So that is also the minimum timethat is required for you to complete the project. So that’s your critical path.They could be Thenwhen critical path and it’s important for usto know those critical paths on the project data analysis. So again, we we did speak about data analysis as atechnique resource optimization. So how I can utilizethe resources effectively in order to be productiveon the project. The another techniquecould be p.m. Is use of the projectmanagement information systems. If you are not using italready leads and lags, I did mention aboutand schedule compression at times we might need to use the schedule compressiontechniques like Fast tracking and crashing so fasttracking is a technique where we actually start workingon the activities in parallel.So if you are bitof behind the schedule and you want to fast-track, what you do isthat you identify the activities which you can startworking in parallel. So you do that crashingon the other hand puts more people on the activitiescrashing might increase the risk on the project. So we need to do needto monitor it very very closely. But those are some of theskills compression activities which will Discuss in detail in the PMP training programAgile Release plan. So if you are workingin an agile way, we can also come upwith the lease plan. It could be quarterly releaseor monthly release or you may even deploy it or release itin production by the end of every Sprint dependingon your technical Readiness, depending on your technicalExcellence as well as the kind of team membersthat you have on the project. What do we expect by the endup develop schedule? Obviously, we should beexpecting the project schedule.So, let’s take a quick lookat what do we expect? Like the first thing is goingto be schedule Baseline. So we come up withthe project schedule. This project would needmaybe six months to complete or one year to completeor whatever the schedule that you have come upwith and whatever the unit that you have agreedin which you have to present. The another thing isthe schedule data. So you have a dateof the Milestones. You have a basisof estimation you have the sequencing of activities. So all this is nothingbut your scheduling data that you havethe project calendar so you would knowthe key milestones and the key dates, too. Referred to trackproject management plan updates on a regular basiswith any change requests if with any new learningwe need to do that.Yeah, so we just spoke aboutthe change requests as well. So once we have the projectschedule in place now, it’s very importantfor us to control that and this is what is covered as part of thecontrol schedule as a process. So control scheduletalks about now since we have the list of activities wehave sequence them. We also came upwith the duration for each of these activities we have alsoAlso come up with the resources that are going to workon those activities. We also factoredin various things like skill constraints.We have done the analysisEtc of those things and we come up with eventhe schedule model which is giving us an ideaabout various important dates and key Milestones as well. So how we can control that. So in order to control theproject schedule it’s important for us to First referto some of the things like the project schedulemanagement plan itself as well as the scope base. The other thing that weneed to refer to is the list of project documents, so what are someof those documents so it could be the activity listit could be assumption log, it could be Milestone least to some of these documentswill be very important for us to referto another area is the OPA. So Opa will give youan idea about monitoring and Reporting methods. So what are those monitoringreporting method are you going to do withthe any statistical analysis or quantitative analysisof the data or is it going to be just the qualitative analysisby taking the feedback? Back the formal andinformal ways of doing the controlling as well.So that could be another quickexample work performance data is very important because once you startperforming or working on those activities, then you need to comeup with the data which will give you an ideaabout what was planned and what is achieved. So that’s planned versus actual data is nothingbut your work performance data, what kind of tools and techniques can beused data analysis, which we did discusscritical path method which we did Cover as well PM iswhich is project management. Mission system which will give you someof the ready-made mattresses in order to monitor the schedule effectively resourceoptimization for ensuring that the schedule is managedeffectively Skrill compression. So again skills compression we’ve covered bit on thatas well and lead in lags.So again lead and lackswe can certainly factor in and what we get by the endof the control schedule activity is the workperformance information, which is nothing but whatwas my planned schedule? What is my actual skin? A jewel which willhelp me in deriving whether I am aheadof the schedule with ramp behind the scheduleof the project or how am I performing scheduleforecast of based on the trend, then I can actuallyforecast weather. Would we be ableto complete this project within the given schedule or would we go ahead of the schedule or would wego behind the school? What would be the case so we can forecast it fornext 6 months or three months or whatever the time period that you have toforecast change requests. So how we can factorin those change requests? Maybe as a part of the change request systemmanagement process project management plan will alsoget updated as a result of that and certain documentslike assumption log, the Lessons Learned Exeterwill also get update today.We are going to look atCost management knowledge area defined in pmbok of PMI. So as part of costmanagement knowledge area we are going to understand. What is Project cost management. Is all about overviewon cost management and cost management processes. So now let us look at what is Project costmanagement is all about. So when we sayproject cost management, we need to understandit basically includes about the cost which getsincurred the expanding value of the monetary investment, which is being doneby the organization. So project cost managementbasically includes the processes involved in planningestimating budgeting. Dancing funding managingand controlling costs. So the project can be completedwithin approved budget. So this requiresa detailed cost management plan where the cost of the resources which is required to be usedin the project as to bassist and understoodestimated and budgeted which provides the detailsof how to plan manage and control the project cost inrelation to the cost base line and the cost variances. So project cost management planis one of the subsidiary plan. In project management plan. So techniques likeearned value management. Sorry used to check how the costperformance is happening throughout the project.So primarily project costmanagement is concerned with cost of resources needed tocomplete the project activities and it will consider the effectsof project decisions on the subsequent recurring costof using maintaining and supporting the productservice or results of the project. So no further to understand what is cost management is allabout The overview of it so we need to look at what arethe tailoring considerations made while doingthe project cost management.So the tailoring considerationsincludes Knowledge Management, estimating and budgetingearned value management use of hir approach and governancewhen as in Knowledge Management, so it is very important for an organization to havea formal Knowledge Management and financial database repositories that project manager. Is required to usethat is readily accessible so that right decisions can bemade taken at the right time when I say estimating andbudgeting it requires to look at understanding approximating. What is the amount of money which is going to incurin that particular project and accordingly the money the monetary resources hasto be allocated to the Project based on that projectwill be delivered and project manager should ensure the projectwill be delivered within that budgetedvalue monetary value, which is allocated. The project so on valuemanagement is a technique. What is used to check how the project managementrelating to cost Management in specific schedule managementhas been less scope management how it is performing comparison with the baselines ofthese triple constraints defined in the baselines of the projectusing agile approach which means dependingon what kind of approach is requiredfor the project scenario.So use of agile approachwill be considered accordingly. Not necessarily that Agileapproach should be applicable to all the projectswhich is being done. So governess governance when we say it’s allabout an authority one which sets the directions and it is very essentialto have such directions set. So that necessary controls are established through policiesprocedures and guidelines. So next type of cost we comeacross involves fixed cost variable cost direct costsindirect cost and sunk cost when I say fixed. So these are the cost that do not change throughoutthe Project Life Cycle. For example, if a construction of a roadis happening the excavators and bulldozers are fixed cost. Whereas when Isay variable cost. So the cost of this variesthroughout the project, for example how early labor costof material could vary as the project progresses. So indirect cost and direct cost if you look at that directand indirect costs direct cost refers to the That cost which clearly assignedto the project on the labor materials, which are directlyinvolved in the project when I say indirect cost.It is basically speaksabout the cost involved in administrationbasically overhead cost like indirect materialsutilities tax Insurance property repairs Etc. So sunk cost basicallyrefers to that cost which cannot be recovered afterincurring it for example cost which is been incurred while paying rentfor the Jake facility what is being utilizedfor doing the project that cannot come backthat is called sunk cost. So analyzing variousdifferent types of cost will become very essential so that estimation approximationand allocation of budget and also this understanding of the cost will also help inmaking right decisions justify whether we needto include such costs or not in the projects further.Let us go and look at understandingcost management processes. So cost management processes. Includes basically four processes Plan costmanagement estimate cost vitamin budget and control cost when I say Plan cost management Plan cost managementestimate cost management and determine budget are part ofplanning process group. Whereas control costfalse in the monitoring and controlling process group. Now, let us lookat Plan cost management. So plan cost managementis the process of defining how the Project’s costwill be estimated. Deterred managedMonitor and control. So it is the initial processof cost management where one has to Define how the cost of the project willbe looked at after estimation that needs to be monitored.How are we goingto monitor and control? What is that particular cost? It goes and incursfor a given project. So generally the techniques likeWBS work breakdown structure, which is basically donein scope management is considered and when youdo work breakdown structure, basically the techniqueof decomposition is used to Break down the productinto multiple levels and cost will be allocatedfrom the bottom level of the WPS and it is bottom up estimatingmu consolidate upwards.So many techniquesare used to do that, like expert judgmentsanalogous estimation parametric estimation, threepoint estimation participation. So these estimations includes basically the labor it liesthe materialize the equipment what is used as partof the project all this will become a Costco. potent so this process Plancost management process gives a rough outline of the numberof resources involved and shows the optimum pathto the manage the project cost throughout the ProjectLife Cycle inputs to this process includes project Charterproject management plan, basically schedule managementplan and risk management plan Enterprise environmental factors and organizational processassets the tools and techniques, which are used for Plan costmanagement process should be expert Aunt data analysis and meetings the output of this process would becost management plan.So cost management plan is oneof the subsidiary plans where this particular planwill go and get consolidate into a bigger plan alongwith other subsidiary plans. So when I say other subsidiaryplans we need to think about the scope managementplan should yield management plan qualitymanagement plan likewise. We have a nine knowledge areasmeans nine subsidiary plants and all of these are So related in integrationmanagement knowledge area and you’ll havea full plan Consolidated. So next process is estimate costwhen I say estimate cost. It is a process of developingan approximation of cost of resources neededto complete the project work. So this is the second process in the project cost managementafter the cost management plan that helps in estimating thecost of the resources required for the project completion since cost isan important variable that ensures projects.Access one hasto be very careful while producing the estimatedamount of total project cost. So throughout theProject Life Cycle. This process is performedat periodical intervals. A project manager usesvarious methods to estimate cost depending on amountof information available. So inputs to this processis project management plan, like cost management planquality management plan scope Baseline projectscope statement work. Breakdown structureWBS dictionary project. Friends, like LessonsLearned register project schedule resourcerequirement risk register, then Enterprise environmental factors andorganizational process assets. The tools used as part of this particularprocess estimate cost would be expert judgment where involvement of the expertsmainly Financial experts experts who understand thatparticular project domain and the cost of it.So analog is estimation where considerationof historical information in terms of what wasthe estimation in early. ER project how much it tookto deliver this or do this activity or to acquiresome resources based on that? You would do the estimationparametric estimation extension of analog is estimation where the parameterof current scenario is considered alongwith historical information and estimation is donebottom-up estimation. As I mentioned earlier, you will have a work breakdownstructure at the bottom of the work breakdown structure.You are going to lookat what are the resources required to accomplishthat particular feature. Functionality or outputat the same time looking at what activities are involvedwhat effort is involved and estimating basedon that then once it is doneat the lower level of WBS that will beConsolidated upwards. Once it is Consolidatedat the higher level of the wb’s one will havea entire estimation for the project. So next isthree point estimation where the estimation of optimistic pessimistic sandmost likely estimates are taken and average of that is obtained. So this requires a lotof discussion with then experts the one who think that without any issues what could bethe estimation considering what are the issues which would occurand what is that optimally? I can accomplishso pessimistic optimistic and most likely we were takenwhile taking the average of it. So data analysis checkingon all the data what is available relatingto this project and resources of this project deliverablesof this project and analyzing to estimate it then project managementinformation system.So this helps to providea lot of informations and also a It’s and approaches which would help in termsof estimating the cost. So decision making means decision-making techniquesinvolves a lot of exercise in terms of involvingvarious different experts or maybe the people who are involved in the deliverypeople o understands the technology people who understand the Dynamicsassociated with the project and facilitate that discussionsand make the decision. So output of this processincludes cost estimates basis of estimates when wesay basis of estimates, why are we saying it is so much. Much. So if your estimated costfor certain particular activity to be completed, why are we seeingso much of estimate? What is the reason so justifying that so basisof estimate provides to the details thenproject documents updates.So next process wouldbe determine budget. So determine budget isthe process of aggregating the estimated costof individual activities or work packages and establishing theauthorized cost base line. So this is a third processin cost management. Egeria, so thisinvolves the activities or tasks summed up to identify. What is that particular? Cause Baseline wouldbe so cost base line of the budget includeall the authorized funds that are essentialfor project execution. So the budget basically includes various reserves ofcontingency Vanessa contingency. We’re speaking about the risks or risk identificationhas to happen. So which happens inRisk Management knowledge area, so risk identification assessingand analyzing the risk and also, Defining the risk responses. Once that is donewhat cost it incurs while doing it that will be put asthe contingency reserve along with all the efforts costor material cost which is been Consolidatedupwards and WBA structure and then adding contingency reserve to itwill become cost base line. So I Above This therewill be management Reserve where project manager cannotreplace the management Reserve based on the willingness, but it is kept with certain calculationthen by the management to see to that project will goThe way it is blank.So any unforeseen circumstances, which is not even identifiedunknown risk management reserves would be used. So including contingency reserve and all the project costConsolidated cost base line. So this cost baseline is authorized. So it is an authorizedtime face budget that is used as the initialpoint for monitoring and calculating the projectperformance and progress. So this is done throughand value management. So this process is executed atspecific points in the project which are generallypredefined the inputs to this project would beproject management plan. Basically cost management planResource Management plan scope Baseline project documents that is basis of estimates cost estimates projectschedule risk register then business documents, which is business casebenefits management plan.Then agreements isbasically that agreement which is done with the suppliers or which is done with anyof the customers. So those are considered because you may be acquiringa Take product service or you are producinga specific product or services for your consumer. So these needs to be understoodin what terms the project is being worked thenEnterprise environmental factors and organizationalprocess assets. So the tools used for this particular processdetermine budget is expert judgment historicalinformation review data analysis cost aggregation fundinglimit reconciliations on as a cost segregation and funding limitreconciliations one has to ensure all the funds flow.How is that happening? What is the current condition of this one flowin the organization that needs to be understood and also based on the schedules of the project moneyneeds to be organized the incoming money flowoutgoing money flow in the name of cost and revenue that means to be checked sothat necessary investment, which is required for projectis available or not. He’s understood. So this requires workingwith Finance in specific. So financing meansthe allocation of the budget at the same time. In the flow happens the money which is allocatedcomes in outputs of determined budget processwould be the cost base line, then Project fundingrequirements and project documents updates. So next process wouldbe controlled cost. So control cost is a processof monitoring the status of project to updatethe project cost and managing changesto the cost base claim.So this is the final process which is in monitoringand Control process group. So this is primarily concernedwith measurement of variances. Is of the actual costfrom the proposed Baseline so various methods and procedures areimplemented here to track the project performance and expenses againstthis progress rate mean why all the variancesare recorded and compared with with actual base can see if any necessaryCorrections are required. Those will be donethrough Rising change request. So control cost process willbe responsible for explaining the reasons for variance and further assistthe project manager in taking corrective actionsto incur minimum cost or cost according Whatis budgeted or plant so inputs to this process involvesproject management plan? That is costmanagement Plan cost Baseline performance measurementBaseline project documents.Then Project fundingrequirements what performance data and then organizationalprocess assets the tools used for control cost processes by expert judgment data analysisto complete performance index and project managementinformation system. The output of thisprocess should be work performance information cost forecasts change requestproject documents updates and project managementplan updates. So that’s all about cost management knowledgearea defending pmbok, and it’s process. As you know quality managementis definitely one of the most important processes that we have out ofthe different knowledge areas. Like there are 10 knowledgeareas within the PMP or pmbok 6th editionand there are 49 processes. So one of the importantknowledge areas that we talked about is the quality management. So quality management consistsof various processes within it and today’s topic is around. And quality management, let’s get startedwith quality management. So quality is alwaysat the center of the constraint trianglethat we talked about. So apart from the cost schedulethe resources Etc quality is one of the important constraintsof the project and ultimately qualityis the responsibility of all the team membersworking on the project, but the projectmanager is ultimately responsible for Quality.We will talk aboutwhat are the various aspects as Project manageryou need to ensure that you take care of while managing qualityon your project. So in today’s topicand the discussion that we have weare going to talk about the project quality managementquality management overview and quality management processes that are involved into managingthe quality on the project and this particularwebinar is aligned to the pmbok 6th edition. So this is definitely in linewith the latest changes that have been doneby the p.m. Pie. In ombak, so let’s get started with project quality managementas a topic under this topic as we were talking about. We will be discussingabout various processes that are involved in to managequality on the project. But before getonto the processes that we have, let’s quickly understandabout quality management. Now as we all knowquality is all about whether we are producingthe outcome of the project in the form of productor result or the service that we Do you think by the endof that project is it fit for use or not? Is it fit for purpose or not? Does it meet the customerrequirements or not? So ultimately weneed to make sure that we check on that.So whether that project meets the needs it was originallycreated to meet and that is what is insured bythe quality management. It also ensures thatall project activities that are necessary for Designing planningimplementing a project are effective and efficient. And that is ensured by following the quality management as oneof the important plans that we create on the project. So let’s understand bit morearound quality management as a concept when wework on the project. So there are few thingsthat we need to definitely make sure we are doing as a partof the quality one is of course, the verification continues verification is whatis expected by the team and the project manager, like for example, a simple verification could bea traceability matrix.We insure to havea traceability matrix on the project so that weverify the requirements that we have gatheredfrom the customers. Are we incorporating thosewhile doing designing while doing coding while doing testingwhile deploying Etc so that simple verificationreally helps us and it’s just not the backwards disability, but also the forwardsthe stability that we ensure that we are doing. So that’s a quick exampleof the verification Precision. Now whenever we talkabout quality we also Ensure that it should beprecise Precision is all about doing it consistentlyand when we do consistently, right, it actually ensuresthe Precision now, we must have heardabout these terms like precision and accuracy.So accuracy is when weactually hit the target where accurate butwhen we hit the target 10 times consistentlywe are not only accurate but also we are precise and that is what reflectsin the quality. So whatever the outcome that we are producingin the form of their This or even for that matterthe result or a service that we are producingwe need to make sure that it’s not only accuratebut also it is precisely so that we are consistentlyproducing the same outcome in the form of productservice or result that we are committingto the customer so accuracy and precision definitely aretwo important facets that we talked about alwaysunder quality tolerance. There is somethingcalled as a tolerance and we set the tolerance limits and we come up with sortof a control chart. It’s in order tounderstand the outcome that we are producing. Does it fit intothe tolerance limits or not? So we have upperspecification limits and we have lower specificationlimits and the product that we are producingin the form of outcome of the process or a project.We make sure that it fits into the tolerancelimit anything above that my customer wouldn’t accept and if there are toomany such a things that I’m producing which are not accepted bythe customer obviously, it’s going to cost meand that’s going to the cost of quality whichwe will talk about. As well validation so continuesvalidation and verification as we were talkingabout is something which is integral partof the maintaining quality and ensuring quality while we’re workingon any project. So whatever the requirementsthat customer has given us once we build that featurewe need to make sure that that feature is validated as per the acceptance criteriagiven by the customer and we’ll talk more about someof these aspects around quality.So quality management overviewis what we’re going to start with at the A moment now when we talk aboutthe overview in terms of understanding the quality. We also need to understandthe various Trends and emerging practices thatwe talked about in quality these days startingwith the customer satisfaction. Now customer satisfaction isultimately one of the goals that every organizationwould strive to achieve through the productservice or results that are getting producedas an outcome of the project that we work on.So even we talked about asa part of Project constraints these days apartfrom quality schedule and the other constraintslike Risk resources. One of the important thingis also around customer satisfaction are my customersatisfied with the outcome that I’m producing or not? And if they’re not satisfiedthen we need to really find out the reasonsfor customer satisfaction. First of all, whether I’m really checkingmy customers are happy or not. Am I conductingthe customer surveys feedbacks and interviews my incorporating? The feedback that I’m gettingback into the process of developing that productservice or result or not. So there are various things that we need to askto ourselves as a team continual Improvement continuedImprovement should be always at the heart of the quality.The reason being it’s about the consistentlyimproving the way we are doing things rightthe way the process is running or for that matter. Are we challengingthe status quo, how am I improvingon a daily basis there? Be various waysthrough which we can do that. It could be implementationof a Kaizen methodology or a Six Sigmaor lean way of working Etc. But continual Improvementis definitely one of the important thingsthat teams is to ensure that we domanagement responsibility.Now as we just mentioned that quality iseveryone’s responsibility. So how come we misson management ultimately management is the onewho is going to empower. The project teams managementis the one who is To ensure that the teams have got enoughresources to build the product. So if that is not done properly then obviouslyit’s going to have an impact over quality management shouldalso help teams in removing. The impediments bottlenecks that are there withinwhat we are producing and not achieving the quality. So that is wheremanagement would come into picture mutually beneficialpartnership with suppliers when we talk aboutproducing any product, I guess without having the partnership with Pliersit’s just not possible. Now when we partnerwith our suppliers. We need to make sure that it’s a mutuallybeneficial partnership. We need to make them partnerinto what we have producing and not just treat them assome third-party vendors. So that’s the changein the mindset that we need to bring out in order to getmaximum out of this partnership and the relations.So let’s keep talking about someof the tailoring considerations that we should be takinginto consideration while working onthe quality management. Now all the processesof quality management, they needs to be applied ina tailored or a customized way in order to make them unique to the project thatyou’re working on because as we knowproject is unique Endeavor, we produce a product or service or resultout of that project and its unique in itself. So let’s talk about how and where can we dothis kind of customization or process tailoringpin box 6th edition specifically talks a lot about Distillery let’stake few examples for example policy compliance and auditing nowwhichever the project that you’re working on youhave to do the customization or tailoring around the way you’re working consideringthe compliance requirements or audit requirements.Like for example, I still rememberwhen I was working on a project where we had to complywith Sox compliance. That means the requirements werecompletely different over there like we had to take thecould freeze approval. Owls at least 14 days before we put codeinto production environment. That was something very uniqueto that compliance requirement and that was audited as well. So we had to really retainthose audit trails and had to retain those evidences which we can then producewhen the order is conducted. So that’s a very quick example, which may not be requiredagain on all the projects. The second aspectis around standards and Regulatory Compliance. Sometimes there arecertain mandatory standards.That had to be followed. So we need to ensure that we are adheringto those mandatory standards. If we haven’t alreadyconsidered as a part of the projectcontinuous Improvement challenging the statusquo various methodologies. These days are popular when it comesto continuous Improvement and I’m sure someof those methodologies you may have already usedyourself agile is a best example agile really helps us improveon a continuous basis because we do retrospectionWe Gather Lessons Learned And implement the improvementsout of that five us is rather.Mythology Six Sigma is another one lean is thereso many of them are simple. Kanban. We have working also helps us in continuously improveourselves stakeholder engagement since we talked about quality and ultimately allthese requirements that we work on any projectcomes from the stakeholders. So we have to engage themthroughout the project and not just at the beginning of the project or towardsthe end of the project. So tailoring around Aspectwould really help us gain a competitive advantage or would gain in termsof getting the better outcome of the project. Now, let’s talk about the qualitymanagement process so far. I just introduced youthe topic we just spoke about what is quality. What are the differentaspects around quality? We also spoke about whythe tailoring is required when we work on the quality Etc. Now, let’s actually getinto the process part as I mentioned to you. There are 49 different. Processes within pinbox 6th edition and there are 10 different knowledge areas. We also have fivedifferent process groups. We are picking up quality management processesfor you in today’s training.So let’s talk about nowthe process there are three processes as partof quality management. It starts with planning part. We have to plan quality. We can’t just ignore that. We have to manage quality. Once we put your plan in place. That’s where we decidehigh-level approach. What’s my To manage qualityon my project and once I give that commitmentthrough this plan, then I have to execute that plan and that execution isabout managing quality.And once I start executingI have to also check whether I am executing it asper the plan or not. And that’s where the controlaspect comes into picture. So we have planningquality management managing quality and controlquality three processes that are embedded as a partof the quality management. Let’s start with the first onewhich is planned quality. Judgment now as like any other knowledge areaswherever we covered we always talk about what arethe inputs to that process? What are the toolsand techniques that we use and what output do youexpect out of that? Similarly? We will also be talkingabout what are the inputs. So before we gettingout of the input part, let’s just talk about a bit. What is plan so planning quality managementis all about identifying. What are the key requirementsin terms of the quality know it could be with respectto the Standards that we’re going to follow itcould be with respect to the commitmentsthat we’re giving. How are we going to maintainquality marriage quality on the project.What’s the approachthat we’re going to follow in terms of ensuring qualityis built in this product. So in general this is goingto really provide you with some guidance and thiswill give some Direction. So even if the project manageris not there one fine day and if somebody wants to lookinto what is the quality that we’re going to maintainon this project so they can easilyrefer to this plan and About this approach. So how are we going to managethe quality verify the quality throughout the project is what is maintainedand mentioned in this plan. Typically, we createthe plan at the beginning of the project itselfand quality management plan would then become a partof your project plan when we actually begin working.Let’s now get started offwith some of the inputs to the quality management and we will go oneby one probably starting off with of coursethe project Charter so when we start talking about the Planning part we needto refer to the project Charter because project Charterwill certainly give us an idea about those initialhigh-level requirements that will come from the projectCharter and as we just now understood about quality that it’s about fitfor use fit for purpose and it’s about ensuringthat we deliver the requirements that we have agreeda pound with customers.So this initial requirementswill certainly come from the project Charter. We would also knowwhich are those stakeholders whom I need to engage whilecreating the Yannick cetera, the other is project managementplan itself few things. We have alreadycaptured over there. And anyways quality managementplan is a subsidiary plan of project management plan. That means we haveto refer to that for short project documents. We need to also referto different project documents while working on quality partand the project documents. Obviously we need to make sure that these project documentsthat we are referring to are something likefor example assumption log, so I need to know what are some of the assumptionsBut I need to factor in while working onthe planning quality aspects then we also need to know how are we go to establishtraceability Matrix on the project.How are we goingto capture risks? For example, what aboutthe stakeholder registered? Can I have access to that sothat I can update if required. So those are someof the examples of the documents thatwe talk about here and apart from that thereare two inputs always we talk about almost all processes and that’s Enterprise environmental factors andorganizational process assets. They could be like for exampleas part of assets they could be certain templatesthat I need to use. They could be certain in terms of Enterpriseenvironmental factors. I would also compare the quality with that comesout of the commitment that I’m going to give asa company in the market. So there are certain Generalguidelines that are available that I would refer to as well. So these are some of the inputs that we talkedabout let’s now talk about some of the tools and techniques when we plan qualityinto the project. So starting with expert judgmentexpert It is one of the tools and techniques thatwe talked about here.And as you would agreeexpert judgment is all about engaging by smesinto getting inputs from them. And probably we need to alsotake into consideration. The tailoring aspectson this project based on the experienceof these people. What do I need to do? So something which is very easyto do as well as very valuable data Gathering data Gatheringis definitely another tool which is very useful. We can gather datathrough various ways. Or of the examplecould be benchmarking. I can compare the quality withwhat’s published in the market. It could be through variousPublications or something, which is even for that matterthe standards that are there so I can compare itwith the past.I can compare itwith the standards or the competition as well. So that’s kind ofa benchmarking right? I need to be right up to the competitionin the market. So if it is not there then how I can improve ourselvesin terms of the quality outcomes that we’re producingbrainstorming is a simple Regarding technique that helps us in generatingthe data and ideas Etc. I can also conductinterviews with few people in order to gather data. So there are someof the examples data analysis. So once we gather data while putting theplan for Quality, I need to also ensure that I do analysis of the data that I’ve gatheredfor that I might have to use different techniques like simplecould be cost-benefit analysis.Can I just checkthe cost of quality? What is the benefitof my going to get out of that at the same time? What is it? Cost of implementation of the quality requirementsagainst the benefit as I just mentionedor cost of quality in itself, which will cover your cost of conformance costof non-conformance. Now as we know cost of conformance is all aboutin order to make sure the quality is built in what isthe cost that is required.So for that quality assurance or the or deedsor different things that I’m going to useon the project, it could be reveals excetera. What’s the cost that is requiredfor that and non-conformance cost could be very high. One of the best examplescould be the folks wagon scam of the emission that we know the kind of amount that the folks wagonhad to fear is like huge that’s cost of nonconformist. I would say because it not onlyaffects the cost but also it affect the reputationof the company as a whole so that could be another example and we will talk manymore such example in our training decision-making is another thing so as a partof decision-making again, it’s pretty straightforward.Right, we have to make decisionsbetween the options that are available. So we’ll also lookinto some tools that we can use in order to make decision as well in the actualtraining data representation. So once we gather data, we can actually representtheir data through various ways. Like for example, we can create a simpleflow chart of the data that I’ve gathered. So let’s say I’ve gatheredsome data from the process I can just put togetherin a flow chart or I can create some sortof a logical data model or even for that matter some Matrix. Amps all of that really helps usin visualizing things. I think mind map would be oneof the simplest example, we just put together.What’s there on mindin a particular format in particular way and that really helps usin representing the data test and inspection planningwould certainly involve our considerationsabout various testing things that we are going to do in orderto of course inspect the product in order to ensure that we inspect the deliverable or a service that weare giving to our customers and and they’re goingto be various ways as we all know like Alphaand beta releases that we do in the market thesedays or the various inspections that we do or for that matter.The field test could beanother simple example, and then we have meetings which is prettystraightforward to understand. So these inputs in termsof the different tools and techniques would certainlyhelp us in putting together the plan obviously, what do we expectby the end of this? We certainly expect outcome of this process would bethe quality management plan itself will also Ableto gather some quality metric in terms of now wecan certainly think of as part of the quality metric we can think of various thingswhat kind of quality metric that you want to captureon your project and that quality metric wouldcertainly help you in ensuring that you are tracking quality.So it could be for examplethe defect data, it could be difficult age. It could be the defectsper release, etc. Etc. So that could be just one quickexample project management plan will get updated with this out. Come and eventhe project documents. Like I have given youexamples of assumption log or accessibility Matrix or stakeholder listthat we’re creating. So that might also get updatedas a result of this. So This coversour plan quality management. We saw what are the inputswe saw tools and techniques and we also covered the outcomes that we can get in the form of different outputsof this process.Of course, let’s now talkabout manage quality. So as a part of qualitymanagement we have planned. And then the second partis about manage quality. It’s all about execution. Now since we have a planin place, it’s time for us to execute their plan. Let’s talk a bit about it. It’s all about translating that plan into yourexecutable quality activities. So whatever we have committedto through this plan now, we’re to execute that. It will also helpus in making sure that the quality policiesare embedded into the project and that is certainlythe responsibility of the management to make sure that all the teams are ensuring that embedding ofthe quality policies into their project plans Etc. It also helps usin improving the probability of meeting the qualityobjectives and not only that identifying theineffective processes and cause a poor quality. So it’s all aboutidentifying those aspects and fixing those aspectsact upon those gaps. So when we have startedexecuting on the plants, we would certainly be able tocome to know about these things. So let’s do bit of a deep dive and starting with of coursethe inputs so let’s start talking about inputsto manage quality and we will of course talkabout the first input which is the projectmanagement plan in itself now what will come outof the project management plan is the quality management plan because quality management plan is the subsidiary managementplan which is a part of your project management plan so that will comein Project document so as we’ve already spokeabout the various examples of the project elements thatwe can think of and not only that the project documents I have already gaveyou a few examples like it could also include theirconsumption log I’ve told you or for that matterthe traceability Matrix or the stakeholder list Etc and the next one is about the OPA sand eef iswhat we talked about but in this casespecifically we’ll be talking about the four Ps so what isorganizational process assets so when we talkabout the manage quality we would need to factor in a lotof different Assets that might have been createdthose needs to be used as I give you example of certain standards templatesthose we need to adhere to when we work on anyof the organization.So we need to always referto that usually the central team within the organization workingfor Quality ensures that these assetsare being communicated across to all the teams sothat the in start using them. So let’s get startedwith the next aspect about managing qualitywhich is tools and techniques. What kind of a tools can weUse starting with the tools for data Gathering which you already discussabout the kind of tools that we can usefor Gathering data, like interviews andbrainstorming sessions Etc. We can talk a biton the data analysis tools.What kind of analysis can we do? So once we gather datanow this data is about once we startexecuting your plan. Some data gets generatedon the project that data needs to be captured that data needsto be then analyzed we could do alternative analysis. We could analyze various. Stutter there on the project wecould do simple process analysis in order to findout the opportunities for us to improve that process or importantly we could alsoundertake a root cause analysis because now we are executingthe plan we might come across certain issues to find out why that particularissue has occurred. Let’s find outthe root cause of the issue so that it will not occuragain audits is another important thing that we always do as a partof the manage quality. I hope audits arepretty straightforward thing. It could be Internal audits,it could be external audits. So depending on the kindof audits are conducted in your organization decision making a somethingagain pretty straightforward.We make decision basedon the kind of data that we’ve gatheredand the design for X design for X is all aboutdesigned for excellence or we call it as the FX. Now. This is basically a setof technical guidelines. Now those technical guidelinescould be applied during the design phase while we build the And that really helps usin optimize few things around obviously the design like there are lots of thingsthat are evolving around design.So design thinkingcould be one such example. So design for excellence is allabout those technical guidelines all the practices, like one of the simple thing that we do is simple designwe keep design simple so that we can evolve later nowthis will certainly help us to improve the characteristics of the product thatwe are working on like for example cost. Production or we talkabout quality improvements or better performance, rightor the customer satisfaction. Not of these things that we can think of sothose could be achieved while ensuring that some of the technicalguidelines are followed. For example, if you talkabout the performance and if you do not incorporatethe technical guidelines into the design itself, then how would you be ableto expect a better performance of the product once you developthat application put it into production and Then if the performance iswhat is one of the expectation and that you missto factor in into design. It’s going to affect theperformance data representation.Now, how do we represent data? We’ve already spoke about itvarious ways through which we can represent the data likeflowcharts process diagrams Etc that we spoke aboutproblem solving skills again various ways through whichwe can solve problems is what it covers about. So we’ll be talkingabout in detail in the training when we conduct. How do We do that andthe quality improvement methods there are variousquality improvement methods, which I did mention to you some of them at for exampleplan-do-check-act something which was introduced by Demingand Six Sigma is another example or Kaizen for that matteror continuous Improvement.It’s all those thingsreally helps us in achieving better quality outcomes. Now since we talkedabout manage quality, what do we expect as the outcomeof the manage quality process we would get D reportsthe quality reports again as we spoke a bit on it asfar as the metric is concerned. But in this case, we basically talked abouthow we can put this data that we’re getting duringexecution of the quality plan into some format. Now that format could besort of a graphical format or some numericalor some qualitative stuff that we can put together that will actually help usin providing lots of information which we can refer and take corrective decisionsand that corrective decision.Will in turn help us in meetingthe quality expectations. So this would alsoinclude for that matter. Some of the quality managementissues that get escalated to the next level or for that matter someof the improvements that are suggestedthe corrective actions that we have taken or forthat matter the kind of pre-work that required to be donefor that matter even few things that I mentioned to youearlier like defects data or the bug repair that has done the kindof inspection that is done and the outcomeof that etcetera. And even you can summarize allthe findings and put it together so that essentially includesyour quality reports and there could be certainorganizational process Assets in order to providesort of templates how to produce this testevaluation documents test and evaluation documentis all about like what are someof the achievements of the quality objectives that we can put togetherlike for example checklist or detailed requirementstraceability Matrix.Now those are like testand efficient documents right assimilated Matrix is one goodexample checklist is one of the best examplesthat we always talk about those really helps usin evaluating things change requests a change requestmight get initiated as a result of the progress that we are seeing and that change request thenneeds to be incorporated back into a project project documentswill get updated the ones that I mentioned earlier and project management planwould also get updated if there is any change that we come across so Coversentire outcomes or the outputs that we expect outof the manage quality process. So we saw planningpart of quality. That’s where we givecommitments to our customers by putting thingsinto planning the approach Etc. And then we start executing on that through themanage quality process. And then we are going to talkabout the next important process which is aboutcontrolling quality.This is the process where we basicallytalked about now, how can we make surewhat we are doing is it? In line with the process of not so it’s about monitoringand recording the results. So we’ve started executing the plan now, we startedgetting some outcomes. It’s important for us to recordthe results of this outcomes. And we monitor it whether it is as per the qualitymanagement activities or not.If there is any Gap we needto act upon those Gap so in a way it is going to helpus assessing the performance in order to ensure the project outcomes arecomplete correct and me. Customer expectations. Not only that. It also has verify that the project deliverables and work meet the requirementsspecified by key stakeholders for final acceptance. So there has to be a continuousverification validation that needs to behappening as a part of the control quality as well. Right? So let’s get startedwith control quality aspects. Of course, we’llstart with inputs. We can’t miss the inputproject plan in itself and project plan would also giveyou the quality management plan for us to refer to that’s wherewe have already mentioned about.How are you going to docontrol quality activities so we can referto those project documents. The one that I’ve alreadymentioned to you some of those documentswe need to refer to and also needs to updatelater approved change request. Again. We need to check whether that approved changerequest is incorporated or not. And if it is incorporatedif there is any Gap Etc, so if at all there isany approved change requests deliverables now thosedeliverables could The ones that have alreadyverified on the project.So those verify deliverables that means I have testedthose deliverables. I have verifiedthose deliverables as per the customer requirements. So that is what it covers and thework performance information. So what performance informationwill be nothing but the data that gets generated one once we startexecuting the plans. So, how are we performingagainst the plan? How are we with respectto the schedule or quality or for that matter budget Etc? Prize environmental factors and organizational processassets is something which is standard which will really help usin referring to certain things that are thereat the organizational level and then we talk about certaintools and techniques which will help usin performing these tasks.So let’s talk about what are those one isdata Gathering we did speak about some of the examplesof how do we gather data? So that’s one thingtesting product and evaluations. So since we’re talkingabout controlling quality, we need to make surethat we Verify the deliverables againstthe customer specifications that are given sothis verification and validation needs to be happeningon a continuous basis. Not only that. We also need to make sure thatincluding the approved change we have tested asper the expectations. So this is something which is an ongoing process asa part of the control quality. So ongoing activitydata analysis. So once we gather data outof these techniques it’s time for us to analyze that data and draw actions,which will help.Pus in of course taking the correctiveand preventive actions, like for example, the outcomethat we are producing. Is it within thecontrol limits or not? What are the tolerancelimits the upper specification lower specification limitsand the outcomes that I’m getting are theyfalling within those or not. So lot of data that I’m generatingout of the limitation of the quality commitments. Now, it’s time for us to analyzethe data inspections. I need to regularlygo on inspecting and adapting as well. So various opportunities through which Youcan do the inspection.So for that whateveryou have committed. How are you goingto do the inspection? That would be a partof your plan. So you can refer to thatand you would also represent that dataagain data representation. We already covered the variousways through which we do that and of course the meetings so those arethe tools and techniques that we can use as part of control quality and let’slet’s move on to the outcomes. What do we expectby the end of this? We certainly expectquality control measurements. So we ensure that we’ve got The qualitycontrol measurements in place. We have verified deliverables. So whatever the deliverables that are committedat that phase or at that point in time on the project. We have verified thoseagainst the requirements that are given by the customers work performanceinformation in itself. How are we performingagainst the plan change requests project management planwould get updated as a result of that includingthe project documents.So this is what we can expectin the form of outcome. So this coversthe control quality. As well, so we started withthe quality management plan. Then we looked into how wecan manage quality overall. And then how wouldwe control quality? So in today’s webinarour Focus was around quality and how we can maintain qualityon the project by implementing these three processes as a partof the quality management. So when we ensure that we are implementing thisprocesses as a project manager as a team in a way weare assuring our customer that what we are. Building in the formof that product service or result is fit for your useand is as per the expectations that are given by U. So that confidence wecan give it to the customer by implementing thesequality management processes and that will certainlymake the team give the results the team which can deliver repeatedlyNot Just One X and some the team which is all so predictable.So that predictabilityand repeatability is something that is really important and that Gives lot of truston the team as well. So this was just the listof quality management. We’ve covered itat a high level. We do a deep dive when we deliverthe PMP training program. We get into each of these toolsand techniques inputs and the outcomes muchin more detail. In fact, and we also take a lotof different examples as a part of this but in this webinar, we have just given you the introduction toa quality management as a part of the quality managementknowledge area within the MBA.Ox sixth edition So as part of resourcemanagement knowledge area, we are going to lookat understanding. What is Project ResourceManagement knowledge area is all about ResourceManagement overview and Resource Management processes. So now before weget started subscribe to Eddie Rekha YouTube channeland hit the Bell icon to never miss an update from uson trending Technologies. Also, if you are looking foran online training certification and PMP check out the Link inthe description given below so project Resource Management PMPdefines 10 knowledge areas. One of the knowledge areasproject Resource Management. When we say projectResource Management, we should look at understanding what are the resources requiredfor managing the projects and then acquiringthose resources and managing throughoutthe Project Life Cycle. So for this we need to understand what projectresource management is all about when I say resource resource can behuman resource resource. The technology resource resourcecan be any resource which is requiredfor a project to be done. Now when we say scope, for example, you will Definea scope for a deliverable which will come as an outputof a project similarly while defining the project.We should also Define the scopeof those resources, which are requiredto deliver that result. So project Resource Managementincludes the processes to identify a choir and manage the resources neededfor the successful completion of The project soResource Management overview. This includes the trendsand emerging practices when I say ResourceManagement methods so we know the Dynamics associated withvarious different resources. So we acquire the resources based on what kindof project we are doing in common the kindof resources Human Resources. We will have in every projects. For example, if you say it project youneed human resource, if you say civil constructionproject unit resource, but the Dynamics This HumanResources changes based on the what kind of skills and capability and experiencesthat resource we have in a given project.Similarly. When is it project? You need towork on applications. You need to workon network devices infrastructure components. But when I saycivil constructions, you’re all not working withthose 80 components instead. We are speakingabout cement bricks and Etc. So even quantifying those resources andacquiring this resources and utilizing those resources in a given projectis very essential. So dynamics of those resourceshas to be understood and accordingly. It has to be handled. So in specific when we say human resourcesemotional intelligence plays a very important role for project managerto have to use during the project management. So this requires an effort from project managerto pretend certain rules. For example, when we say leadership we speakabout authoritarian leadership lazy failed leadershipparticipative leadership. So when to be authoritarian when should youbehave authoritative? When should a projectmanager be participative when should a project managershould become lazy for means delegate and allow team to work on itand then review it. So this requires a lotof influencing thoughts while engaging with the people, especially the project teammembers what we’re speaking about while engaging with the customerswill engaging with suppliers while engaging with sponsors.These transactions needscertain emotional influence as well for which emotionalintelligence may be required. So self organizingteam as a buzz word which comes across wheneverwe speak about agile mostly but however today with the changing needsof the business where the quick responseis required to go to market at the same time. When you go to market quickly, the operations needs to respondto it manage it the way the user wants a user may have a queriesultimately the experience of the users make sense onlythen value realization happens.So because of that enablementacross the Asian right from the teams who arein the project as well as who are managingthat particular product or Services is required for that many organization isnot about self organizing team where the team is owningthe product or services in eternity ratherthan one individual or one specific specialistowning it then with the advancementof technology today movement of skills were distributedacross various different regions may not be needed. So there may be what short teamshad distributed teams will work together with the helpof the Technologies. This also comes upwith lot of challenges because teams are not in frontof the project manager always so this requires a specific approach towardsmanaging those resources, which the project managershould understand and deal with so tailoring considerations while doing resource managementis to mainly understand the diversity of resources. As I mentioned basedon the various different capabilities various differentgeographical locations.The physical questionis another concentration. So because culturechanges people come from different backgrounds. An industry specific resources Project Specificindustry specific. So as per the industry asper the projects again the thought processesthe Dynamics associated with the resources will changethe management requirement of the resources itself redevelopacquisition of team members. So when you actuallystart a project when execution starts you may require to rampup the team members so identification of the rightskills and capabilities before that one has to definethe clearly articulating roles and Ponce abilities in theproject organization structure and accordingly team members hasto be acquired so interestingly you cannot get a resourceespecially human resource who are tailor madeto the project.So they need to betrained inducted educated about the project and make them to become readyfor the project execution. So as the project progressesmanaging this team engaging with this team and makingthings delivered in time as defined in scheduled withinthe cost needs to be ensured. I engaging with the team solife cycle approaches as I already mentioned a productwill have a life cycle. Similarly project itself willhave a life cycle. So when I say product life cycleproduct life cycle is bigger than a Project Life Cycle. So we use a projectto introduce a product. We initiate a project to bringin new features functionality to the existing product. We initiate a projectto improve something. We initiate a project to retirea specific product or services. So we need to visualize As that lifecycleof a product at the same time. What would be the life cycleof this project which is going to introducesomething to that environment. So in a way project itself isa big change management because it introduces a changeto the environment. So project itself will havea life cycle when we say that a beginning and endtemporary and over that what BMP says it hasa specific start specific end from this start to end.There is a lifecycle for project which is part of a entiretyof a product life cycle or Was epic. So according to what kindof products are we creating? What kind of projectswe have taken is that Improvement project or creation of newproduct or services or to introduce a features and functionalityto the existing product or services or to retirea product or Services depending on that which life cycleof the specific product or Services projectsare initiated and accordingly. It has to be dealt with soResource Management processes. So Resource Management processesare distributed across various. Process groups when I say plan Resource Managementestimate activity resources, they false under planningprocess group acquire resources developed team and manage team are partof executing process group and control resourcesis a process which is part of managingand Control process group.So plan Resource Managementthe first process in planning process group in ResourceManagement knowledge area. So plan resource management isthe first and the initial step of the project. Source management knowledge area while planning for resourcesone is to understand what kind of resources are requiredand how are we going to engage if it is human resourceengage and manage if it is not a human resource any other resources about goingto manage technology resources or the facilities resourcesin the facilities? So this involves various aspects like defining the processof estimating acquiring managing and using physicaland Human Resources. So this process SS is usuallyperformed only once or a few predefined points throughout the Project LifeCycle to help in establishing the way of approach and level of management requiredfor managing resources. So every resource needsto be assessed understood, what kind of resourcesis required and how are we going to manage? This has to be clearlyarticulated to manage it as the project progresses.So these aspectsare majorly influence whether type and complexity of the project so inputs tothis process would be project. Project managementplan project documents when I say project Charter, we know that projectCharter is created in initiating process group. So which providesthe basic details and that comes as an inputto planning process group. One of that process wave projectCharter is coming as an input is land resource managementproject management plan, which basically quality management planscope bass lines, which comes from integrationmanagement and then project documents like project schedulerequirements documentation risk. Ders stakeholder registers and further input can beEnterprise environmental factors and organizationalprocesses assets. The tools used as part of planresource management is expert at meant data representationorganizational Theory and meetings when we say expertsall those specialized people who are havingthe specific experience in terms of managingresources specific resource and various differentdata considerations.And since we are speaking aboutResource Management page, Also, look at what kind of organization structurerequired for this project and they should bemeetings engaging with the people discussionto happen outputs of plan resource management or Resource Management plan, then team charter and thenproject documents updates. When I sayResource Management plan. We are going tounderstand from it. What are the approaches wehave to manage the resources and what kind of team structurewe would have so what Dynamics areinvolved with it. So this particular Plan B. Goand get Consolidated into plan, which is integratedin integration management.This is oneof the subsidiary plans so process estimateactivity resources. So when I say estimateactivity resources, the details of activitiesare already captured in schedule management. So when we say scope management, for example, so scope managementprovides scope Baseline while deriving the scope Baseline work breakdownstructure is created as part of it further. You will identifyan effort activities for those WBS elements and thishappens in schedule management. So referring to that schedulemanagement for the WBS element for which efforts are estimatedhere you need to look at what kind of resource and in what quantities required. So estimate activity resourceswill be doing the planning of estimating theactivity resources based on the WPA structure defined. So in this process the resourcerequired for the project. Checked along with the typeand quantity of tools equipments raw materials and suppliesare being estimated. This process isgenerally executed after specific time intervals throughout the Project LifeCycle with this one can pinpoint that what type of resourcesproject needs and in what amounts means quantity and what should betheir characteristics in order to finishthe project successfully.So estimate activity resources. This can be done onlyafter creation of WBS structure. and also schedulemanagement sequences, which activity hasto be done after what so because of this sequencing while estimating the resourcesone should also can able to know when is this resourcesrequired not just water source at what quantity and also when because ofthe schedule management, which is working parallelto Resource Management inputs to this processproject management plan, which includesResource Management plan and scope Baseline, then project documents which involves activitiesexecutes activity list assumptions log cost estimatesresource calendars risk register Enterprise environmental factors resourcelocations resource availability because we should knowwhat is available resource in the organization so that they can be allocatedto the project.So team resourceskills organization culture published estimatingdata Marketplace conditions, organizational process assetswhich includes policies and procedures andhistorical informations. So the tools used as part of estimate activityresources are expert judgment data representationorganization Theory and meetings outputs. So outputs includesresource requirements PCS of estimates resource, breakdown structureand project document updates. So resource requirementsagainst the activity which needs to be done and there should bean explanation why so much of resources estimated? At that is basis of estimationresource breakdown structure provides the details relatingto the WBA structure what we have how the resources are connectedhow the resources are related because we need also link itto organization structure.So acquire resources. This is the process which happens inexecuting process group. So these process deals with collecting the variousHuman Resources facilities, tools equipment supplies and raw materials requiredto deliver the project so human Those are identified and on-boardedFacilities tools equipment and supplies are procured which are requiredto be used in the project. So this process helpsin outlining and guiding the selection processof the project resources and then assigning themto this specific activities or tasks thus it is performed at periodic intervals throughoutthe Project Life Cycle and helps in preventingrunning out of resources. So appropriate number of resources hasconfide in estimating resources so inputs It’sproject management plan, which includes ResourceManagement plan procurement management Plan cost baseline project document like project schedule resourcecalendars resource requirements stakeholder registers Enterpriseenvironmental factors, which is existing informationon organization resources, Marketplace conditionsorganization structure, then geographical locations where exactly oneneeds the resources. Where is the resource availableAu Pas organization processes? which includes policies and procedureshistorical informations and Lessons Learned repositorytools would be decision-making interpersonal and team skillspre-assessment and virtual teams when I say decisionmaking so one is to finalize which resourcewith what features and functionality thoseneeds to be identified before you acquire and confirminterpersonal team skills, because their needscertain discussions at an engagement required when you procure or own you on board human Sourcereassignment may be the one when the team in the organizationwith the specific skills, which are matchingwith organization or project required skills.So assigning thoseresources virtual teams, if teams are spread acrossvarious different locations, so output of this process should be physicalresource assignment means the resources are acquired their on-boarded projectteam assignments. You have a team to work now so that the team is assignedthe members are assigned to the given rule resource. Specifying where exactlythe resources are available change requests. If any change requiredin the structure or the kind of resources, then project management planupdates project document updates EF updates and then OPM datesdevelop team process. So as you acquirea human resources, you may require to educate themin terms of what is that expected out of themin a given project.And what is their rolean individual may have a specific skillEels and capability. That’s okay. That’s about specificskills and capability. But what is expected outof that particular individual with that specific skillsand capability in this project? What is the deliverablefrom that individual? So this process purelyconcentrates on the development of team bonding and assigning themwith rewarding work which are opportunitiesand career development. So someone working in a projectif that is not contributing to their furtherfuture career progression. They may not be very motivated because That so one needsto give that visibility as well as the memberto the project is on-boarded. This will help in enhancingthe overall team performance by improving team memberscompetencies interactions and the environment. So this process is performed throughoutthe Project Life Cycle and intensifies teamworkimproves interpersonal skills of the individualsmotivates the team and reduces attractions. So this requires providing lotof insights toward the project.What is that? They are going to deliver / And how that will contributeto their progression in their career positive way sothese visibility should be there so this requires an induction when team is on-boardedthere is brainstorming which happens maybeteam members may not know each other so one has to ensurea facilitation has to be done so that team will knoweach other so that they can start performing soinputs project management plan, which is basicallyResource Management plan project documents like Lessons LearnedSister project team assignments resource calendarsteam charter EF Enterprise environmental factors, which is human resourcemanagement policies team member skills competencies and specialized knowledgegeographical distribution of team members, but as Au Pasorganizational process assets that is historical informationand Lessons Learned deposit. The tools used aspart of develop team would be colocationvirtual teams communication. Elegy interpersonal andteam skills recognition and rewards training individualand team assignments meetings. When we saycolocation people exist in various differentlocations in the group.So they’ve needslot of interactions. So formal communicationshould be increased their so that the transactionthe clarity which needs to be provided to the teamwill be easier and more and more connects. Even when you work with the teamwhich is sitting next to you, since you are present that effort to connectmay not be required. So because It willbe happening naturally. But whereas team doesn’t existin front of the project manager.It requires a lotof effort to connect to keep that communicationchannels open always so what should teams Imean similar Dynamics as we saw collocations, so communication technologyusing appropriate communication technology to connectwith the teams. So interpersonaland team skills, which as we spokeabout emotional intelligence as we spoke about lazy failureor authoritarian approaches or participating. Approaches required so while engaging with the team’sit’s very essential the project manager should possess that leadership traits leadership qualitiesto connect with the team and influence them.So recognition andrewards recognition and rewards helps to motivate. So this will also helpin terms of showing the quick wins happeningin the project. So providing the training whenever is requiredon the specific areas, maybe a soft skills, maybe technology specificmaybe specific skill acquiring so training as to be given and enablethe team Individual and team assessments thenmeetings outputs of develop team process would be teamperformance assessments change request project management plan updates project documentupdates EF updates and OPI updates manage team.So manage team is a process where each and everyteam member performance is monitored and tracked. It is very essential tounderstand how the individuals are performing howthe resources are performing. And based on that necessaryactions to be taken to correct if there is any deviationsif things are going fine, there should be a motivationto the team and also tracking their problem areas which are identifiedand the issues are resolved and feedbacks are givenon regular basis.So this process is generally performed throughoutthe Project Life Cycle and helps in influencing teamBehavior managing the conflicts and resolving breathing issuesvery essential to engage with the team the team which is just given a task and left may not tendto accomplish the results what is required they needthe directions every now and then one has to sit and evaluate those performancesand give the necessary feedbacks and also platforms for them to acquire those skillsand capabilities to perform better inputs to this processproject management plan, which is Resource Managementplan project documents that is issue log Lessons Learned register project teamassessment team charter what performance report like physical orelectronic representation of what performance information team performance assessmentsproject management team makes ongoing formalor informal assessments of the projectteam’s performance. So that one willget that visibility so that accordingly necessarychanges can be done Enterprise environmental factors, which is basically HumanResource Management policies, then organizationalprocess assets, like certificates ofappreciation corporate apparels and other organizationprerequisites tools used as part of the Process would beinterpersonal and team skills project managementinformation system. So pmis which captures all the details of the projectresources details deliverables details skill details and then waveproject is progressing.So these data can be utilized to give that insightto the project team and make themto progress further outputs of this process would be change request procurementmanagement plan updates project document updates. And EF updatescontrol resources. So control resourcesthe process in monitoring and Control process group. So in this processthe project managers ensures that the resources that are assigned and allocatedfor the project activities are available as needed. They also monitortheir estimated usage versus actual usage. So you quantify the resources when you estimate these arethe number of resources which are requiredat any given point in time because we took that estimating the Coursesbased on what activities are identified andhow they are sequenced. So we refer to that scope and schedule accordinglyestimation happen. So an actual scenario is that it’ll ization is happeningaccordingly or is there any variations increaseor decreased subsequently when it deviations foundnecessary corrective action has to be taken for that that corrective actionsneeds to be triggered.So control resource process is implemented throughoutthe Project Life Cycle and helps in ensuring that necessary project resourcesare deploy to the correct places and the correcttime under released when the projectcomes to an end. So this is about controlresources the inputs to process project management plan. Basically Resource Managementplan project documents that is issue log Lessons Learned registered physical resource assignmentsproject schedule resource breakdown structureresource requirements risk register what performance data which would contain the dataon project status such as number and types of resources that have Used agreements madewithin the context of project which are basis for all resources or externalto the organization who PA that is policiesregarding resource control and assignment escalationprocedures for handling issues within the Performingorganizations Lessons Learned repository from previous similarprojects tools data analysis problem solvinginterpersonal skills p.m.Is outputs ofcontrol resource process would be what performancein formation change request if any deviations foundprocurement management plan updates and thenproject document updates. So this concludes ResourceManagement knowledge area basic coverage in terms of whatis resource management is all about and what arethe various processes involved in Resource Management knowledgearea defined in PMP framework. So as part of this webinarwe are going To look at understanding. What is Project communicationmanagement is all about communication management overview and communicationmanagement processes. So let us move on relating to understanding projectcommunication management. So projectcommunication management when we say the word termthe communication it’s all about conveying certain messagemeaning passing message from one entityto another entity. So project communicationmanagement involves Center means is basically many stakeholders within the projectmany stakeholders outside.The project with home projectmanager has to communicate at the same time within the project project team will communicate so projectcommunication the moment we say that we need to understand what are the communicationsrequirements in the project and then communications Tibetan complying to those communicationmanagement plans defined so project communicationmanagement focuses on that aspects the importance of Mission to makethe project successful so project communicationmanagement is all about understanding. What is the projectcommunication needs are and then communicating accordingly projectcommunication management includes the processesnecessary to ensure that the informationneeds of the projects and it’s stakeholders are metthrough development of artifacts and implementation of activities designed to achieveeffective information Exchange.So communicationmanagement overview. So while communicatingwhen we say communication, there are a lot of waysthe communications are done verbal communication writtenCommunication in these two. You can also thinkabout formal verbal formal written informal verbalin formal written. So these four typeof communication for combination which we saw just nowformal verbal informal verbal formal written informal. So what is formal verbal? What is Informer verbal? What is formal written? What is in formal written? This needs to bevery clearly articulated and using the trends and emerging practicesalso is very important, which is inclusion of stakeholders in Project reviewsinclusion of stakeholders in Project meetings increaseduse of social Computing social platforms multi-facetedapproach to communication, so these Dynamics Hasto bend the stood and as the practice has evolved asthe need of the market changes as the Dynamics of the environment changes communication requirements alsochanges the way you communicate one communicates also changes.So one needs to understand those Dynamics and accordinglycommunication has to be done. So that communicationrequirements are fulfilled. So while communicating lookingat those communication needs Someone needs to ensurethe communication happens as needed by the stakeholders. So who are the stakeholdersthat needs to be identified? So if we look at the overallframework the 10 knowledge areas five process groups and 49 processes the waythey are distributed BC in initiating process group. There are only two processes one processin integration management and other processingstakeholder management. So what happens there is anintegration management process. S which is Project Charter which is getting created projectmanager assignment happens.Once the project manageris assigned and authorized the immediate next job. The first jobto project manager is to go and meet stakeholdersidentify stakeholders. So once the stakeholdersare identified stakeholders communication requirements hasto be understood and identification of stakeholders isnot the one time job. It has to happen throughoutthe Project Life Cycle and their communication requirementhas to be understood. Location physical location of the stakeholdercommunication requirement of the stakeholder the technology whichneeds to be used for communication the platforms which needs to be used for communication the languagethe Knowledge Management required for communicationhas to be understood. So why do we needto have Knowledge Management when we do communication is because whenever thereis a specific knowledge about a specific domainarea the individual who is having The domainknowledge and the maturity of that individual in that domain may be highmaybe medium or low.So while speakingwith those individuals of specific maturity levelin a specific domain area, the discussion shouldalign to that so there cannot be a discussion which is happeningthe communication which is happeningwhich would not make any sense. It should not look immatureor it would not look like it is not even understood. So one needs to understand who is that Receiverof the communication. So based onthat the articulation of the communicationshould happen based on that.The frequency of the communication should happenbased on the vocabulary is used as to be chosen. So all this needsto be considered while tearing the communicationduring the project. So communicationmanagement processes. So communicationmanagement process. There are three processes defined in communicationmanagement knowledge area that is Land Communicationsmanagement manage communication and monitor Communications, even though it looks like only three processesthe Dynamics associated with communication managementis not simple. It is not very objectivealways it is very subjective many times the communicatorversus the person who is receiving the language the maturity the vocabulariesthe time of communication the template used the channel used allThese plays important role during thecommunication similarly when we plan for communicationmanagement considerations to all of this should be therewhile managing communication. Yes, there isa defined approach defined template defined informationwith that communication carries. Even after that the Dynamics of the Situation’shas to be understood while communicatingand there should be room for Communicator to understand that and do that necessarymodifications may be in language Maybe. Additional details which are being givenmaybe the tone in which if it is a verbal communication the selection of those specificwords and vocabulary while doing a writtencommunication and visit should be writtenin the camps or it’s okay.If there is not caps that needs to be understoodthe way the flow of thoughts happensduring the communication even that needs to be understood. So all these areindividuals quality which has to be built nowproject manager will have a challenge in this regard if Object manageris not sensitive about these aspects now as the communicationhappen monitoring the communication should happen. But when you monitorthe communication it doesn’t mean all those additional aspectsthe qualities which are looked at when communicationyou don’t have a scale to measure those but however, the frequency of communicationthe content of communication the objective ofcommunication templates used for communication onlythose can be checked are these used as per the plan? Otherwise one wouldnot even know what is being communicated is that communication managementplan is complied with or not that will not be visible.So communication managementis very important and 90% of the times projectmanager spends his or her time communicating throughoutthe Project Life Cycle. So by this itselfone can understand how important the communicationis during the project the first process in Projectcommunication management. This plancommunication management. So plan communication managementprocess is the initial process of project communicationmanagement knowledge area in this process a systematicand effective way. The plan is developed for the activities involvedin Project communication. It majorly makesuse of information like the requirement of eachand every stakeholders and teams organizational assetsavailable and the project needs project communication managementplan also involves. See the list of stakeholderstheir communication requirements and these communicationrequirements keeps changing as the project progressesthe lot of stakeholders who will get added to whom thecommunications has to be made and at the sametime the Dynamics of the communications will alsochange in terms of what kind of communication has to be sentat what part of the project during the startingin the initiating part of the project.The communication needsmay be different while execution is aAs the project progresses and Peaks communicationrequirements diverts, maybe frequency of communicationwill change number of stakeholders to becommunicated will change and that’s keeps varying. So communication managementis very Dynamic. So those Dynamics has to be considered while planningCommunications management. So creation of templatescan also be done so that the morefrequent Communications like weekly updates monthlyupdates Fortnight updates so that can havespecific templates.To the specificset of stakeholders. So inputs to plancommunication management includes project Charterproject management plan, which includesResource Management plan and stakeholder engagementplan project documents, like requirements documentation and stakeholder registerEnterprise environmental factors and organizationalprocess assets. So tools used during projectcommunication management our expert judgment communicationrequirement analysis while discussing mistake. This one needs to understand. What are the communicationrequirement that needs to be analyzed that needsto be checked then technology which are used for communicationdata representation communication models communication methods interpersonal and teamskills then meetings. So looking at the numberof tools which are looked at for communication managementitself emphasizes on the point how important the communicationwill be many project May Fail. Just because of wrong Communicationsmisunderstood Communications is very essential to ensure communication managementis planned carefully and that is executedaccordingly outputs of plan communicationmanagement would be communication management planproject management plan updates and project document updates manage communication isa process which happens while Communications happens throughout theProject Life Cycle.So this process VCS partof executing process group where this processmanages the communication throughout means thecommunication happens throughout the Project Life Cycle, which mainly aims to collect create distribute storeretrieve manage Monitor and finally disposedthe information related to the project appropriatelyand timely manner. So it is performed throughoutthe Project Life Cycle in order to provide an effortless and efficientflow of information. From the project teamto stakeholders and vice versa. So this process also help in identifying different aspectsof effective communication along with the most suitablemethodologies Technologies and techniques inputs to managecommunication process should be project management plan, which is ResourceManagement plan communication management planstakeholder engagement plan, then project documentslike changelog issue log resonance learnedregisters quality report risk. Port stakeholder resistorwork performance reports which can bepresented as dashboards each reports stoplight charts or other representationsEF and opa tools used to manage Communicationswould be project reporting communication technology projectmanagement information systems meetings communication skills communication methodsinterpersonal and team skills outputs ofmanage communication process.Be project Communications where project Communicationsare happening is that happening the wayit is planned or not project management planupdates project document updates and opa updates. So next process shouldbe monitor communication monitor communication ispart of monitoring and controlling process group. So monitoring communicationprocess is the final process of communicationmanagement knowledge area this process ensures that all the information needsand requirements of the Project and the involved stakeholdersare met by its completion. It is performed throughoutthe Project Life Cycle and helps in optimizing the flow of the information as per thecommunication management plan and stakeholder engagement plan. So inputs to monitor communication will beproject management plan. That is Resource Managementplan communication management plan stakeholder engagementplan project documents like issue log Lessons Learnedregister project Communications are used work performance. Data on actual performance of the project EF and Opie tools usedwould be expert judgment data analysis projectmanagement information system interpersonal andteam skills meetings where as outputs of monitorcommunication processor be work performance information aboutcommunication change request.If there is any deviationproject management plan updates and project document updates. So that’s all about projectcommunication management. So we are going to discuss about risk managementknowledge area defined in project management professionalPMB walk 6th edition. The agenda of this webinar would be project riskmanagement understanding. What is Project riskmanagement knowledge area is all about overviewon risk management and risk managementprocesses now coming back to risk management before we getinto risk management. We should understandwhat is risk. So every projectevery business every investment and by an organization will behaving certain kind of risks. So those risksneeds to be managed. So what is risk risk refersto an uncertainty uncertainty of an something may bepositive or negative which resides in the future if that occurs, which becomes anissue to resolve. So the moment it occurs,there will be some impacts.If it is negative impactwe call it as a threat if it is positive we callit as an opportunity. So negative risk, which has a negative impactwith needs to be the impact of those needs to be reducedor that needs to be eliminated or reduce the probability of that occurrenceby taking necessary actions or become ready. Yes. There is a risk. I cannot do anything about it toreduce the impact of that risk. I will become ready to dosomething when it occurs. So if it is positive risk, I will takethe advantages of that. I exploit that risk by hence. So this is the kindof responses you will get into so project risk management. Judgment focuses on risk which are associatedwith the project which are undertaken.So project risk management as defined in PMPincludes the processes of conducting riskmanagement planning identification analysis responseplanning response implementation and monitoring risk of a project so identification of riskanalyzing the risk managing the risk respondingto the specific kind of risk is not a one-time job. This needs to happenthroughout the The club circuit when we assessto take up a project. We identify risks when we initiate a projectwhen you start the project. We identify risks when we progress as partof the Project Life Cycle. We identify risk. So new risks are identified and identified risksare kept analyzed at the various different partof the Project Life Cycle because the impact and probability of the risk, if not probability at leastimpact of the risk would vary as the project progressesbased on in what part of Project Life Cyclewe are assessing. Get at that given point in time. They would be variationof the risk. For example, when I begin a project a risklike a deliverables deliverables uncertainty is high when I start the project but as I progress I’m endingtowards the same risk, the impact will be less because the deliverablesare happened in various different phases and alreadythose are checked and tested.There is no Associated riskwith them in terms of a validationprospective accomplishing that result perspective because majority ofthe deliverables of already. Only few deliverableswill be pending as you progresstowards end of the project. So risk will be less at the end of the project middleof the project may be moderate. Maybe hi definitely not low. So likewise forany specific risk, we identify at a given point of a Project LifeCycle Associated risk, which were identified asand assess the impact of the dress codevery positively means increases impact will increase or impact would decrease sorisk management overview.Here we are. Going to look at Trends and emerging practicesrelated to the risk. So risk can be looked at less click non-eventrisk project resilience integrated risk management. Now when I say risk of something which feels yes that isan event an event has occurred so that risk weassociate as an event which is associated with riska power failure risk event. A deliverable didnot happen even risk. So then what isthis non-event risk now if you say I I wantedto accomplish this results and these are all the benefits which has to berealized out of it. And that realization doesn’thappen that is not an event.So because that benefit is not realized the investmentis not making sense. Now. This is not an event which occurred sobenefits realization happens as the product which comes as an outputof a project should result should come as an outcomethat is not happening. It is not an event. It is a non event risk peoplewho has a specific skills and capabilities wereunable to deliver. Her properly. It is not an event. The performance ofthe individuals is not happening the way itis required non-event risk. So likewise by genericstatement of risk or the definition of risk. We say an uncertainevent for a risk, but there are risks which exist which are knownevent risks as well with needs to be identifiedthen projects resilience. Whenever a projectFields Whenever there is a degradation of performance.How will a project recover what is The ability projectas a whole could able to recover from it and move on smoothly further toaccomplish the ultimate results. So these needsto be planned very well integrated risk management. So as we knowin PMP framework, we have integration management. So integration managementprovides an integrated view of the entire project where risk managementwill also go on get into that get integrated into ultimateproject management plan. So risk management planacross the Project Life Cycle needs to be looked at and itshould have a bigger picture. It is not one or two risk onlypositive or negative risk. It’s about all the risks which are identified assessedthroughout and managed together.There should be risk registerto capture all of this. That is the reasonthere is a dedicated risk management knowledge areadefined in PMP framework. So tillering concentrationshould be size of the project complexityof the project importance of the project and approaches forvarious different things which are adaptedand adopted for the project so as the size and City of the project variesobviously the impact of the projects because ofcertain failures will be varying when I say importanceof the project the deliverables of the project how important isfor my business.If I am doing a projectto Hennis the capability of the people in general then that is importantto the business perspective, but it does not havea time Target. It is a continual accessfor organization, but I am gettinginto a specific new project and I need people’scompetency should be improved. Now I have a specific point in time before which Ishould have the capability. Otherwise, I will loseon that opportunity. So likewise my tailoringconsideration in the projects in terms of what isthat I am going to deliver. What is that benefits the people who are investingon this project? What is the returnthey would get unless that is visible. We cannot say how important the Project Xthen approaches defined based on what kindof technology is used.What kind of deliverablesrequired what kind of environment we areinto what are the outputs? Which would Out of a project. What would be the outcomeof the project as you define all of this when the direction is setclearly accordingly one can take an approach. So people can adopta predictive lifecycle project management adaptivelifecycle project management, which is basically a waterfall versus agile approachesto different approaches, which we canbroadly mention about. So risk management processes. So risk management processes includes land riskmanagement identify risks or form qualitativerisk analysis perform quantitative risk analysisplan risk responses.So all the processes1 to 5 or part of planning process groupImplement risk responses will be part of executing process group and monitor risk will bepart of monitoring and Control process group. So plan risk management, which is the first process in this knowledge areafocuses on defining how to conductrisk management activities for a project this processhelps in ensuring that the degree type andvisibility of risk management or proportionate both risk and the importanceof the project to the organizationand other stakeholders. So it is performed once or at the predefined pointsin the Project Life Cycle, but however, eventhough it is defined in the planning process grouphere in the framework. Planning for the risksshould be integrated one, which should be applicableto Any Given scenario of the project. But however, if there isany modification for this as we progressin the project required that can be done inputsto plan risk management process should be projectCharter project management plan project documents Enterprise environmental factors and organizational processassets tools would be expert judgment data-gathering meetings where as output should berisk management plan So identify risk identifya risk is a process which identifies theindividual project risk as well as the sourcesof overall project risks.So when I saysources were speaking about the causes of that risk and documenting those risks and all the associateddetails describing. Why should I considerthis as a risk? Why am I saying it is a riskthat needs to be described. So this processhelps in documenting and existing individualproject risk and the sources of overall project risk it all. Selfsame bringing togetherthe information using with the project teamcan respond appropriately to identified risk. This process is performedthroughout the project. So one has to keep identifying the risk throughoutthe Project Life Cycle. So input of identifyrisk process should be project management planproject documents agreements procurement documentation. EF and opa whereas tools used as part ofidentify risk process would be expert judgment data Gathering. NG data analysis interpersonalteam skills prompt less and meetings the outputs of identify risk process wouldbe risk register risk report and project document updates.The next process for us is perform qualitativerisk analysis support Forum qualitative risk analysisis the process of assessing and analyzing the identifydress qualitatively. So this helps in prioritizingthe Project’s risk for further analysis or action basis seeingtheir probability of occurrence and impact as wellas other characteristics. So this process Riyadh isthe individual projects risk, and also look at major benefitsof this process that is Focus effort of I pre-ordered risksthis process is performed regularly throughoutthe Project Life Cycle and inputs to this process includes project management planproject documents PDFs and opa the tools tools usedare expert judgment interpersonal team skillsdata Gathering data analysis, risk categorisation datarepresentation and meetings. So the output of thisparticular process perform qualitative risk analysiswould be project documents updates So performquantitative risk analysis so further as after doingqualitative risk analysis if risks also needsto be analyzed quantitatively so one can conductquantitative risk analysis.So this process numericallyanalyzes the combined effect of identifiedindividual project risk and other sources of uncertaintyon overall project objectives, the main benefitof this process is that it quantifiesoverall project risk exposure. And it can also provideadditional quantitative risk information to supportrisk response planning. This process is not requiredfor every project. But where it is used. It is performedthroughout the project. So where should we use this quantitative risk analysiswherever the project size is Big where the project is complex. So inputs to this particularprocess would be project managementplan project documents like assumptions log basisof estimates cost estimates. Cost forecast duration estimates Milestone less resourcerequirement risk registers and schedule focused. So Enterprise environmentalfactors as well as Opa. So tools used as part of this particular processwould be expert judgment data-gathering interpersonalteam skills representation of uncertainty then data analysis the outputsproject documents updates.Supply and risk responses. So as we identify the risk and then analyze themqualitatively and quantitatively so we know positive riskor negative R is what kind of impact eachof those risks could have. So, how are we going to getbenefit of positive risk? How are we going to reducethe impact of negative risk? So this requiresplanning risk responses. So this process helps in developing optionsselecting strategies and agreeing on actionsto address overall project.Risk exposure as well as totreat individual project risk. This also identifies appropriate ways to addressoverall project risk and individual project risk, this process also allocatesresources and inserts activities into project documents and the project managementplans as needed. So this is performed throughoutthe Project Life Cycle. So now inputs to plan risk responses should beproject management plan which involves ResourceManagement plan risk management plan and cost base line then Documents which isLessons Learned register project schedule project team assignments resourcecalendars risk register risk report stakeholders.Mr. EF and opa tools toolsin walls expert judgment data-gathering interpersonaland team skills strategies for threats strategiesfor opportunities, then contingency responsestrategies strategies for overall projectrisk data analysis, and And decision-makingthe outputs of this process would be change request PMB updates that isproject management plan updates and project documents updates. So Implement risk responses. So as we plan for responses, it is very essentialfor us to look at implementation of that responses. So this process considersall those risk responses plan what is definedalready and accordingly, it will Implement. So this processof implementing Read up on risk response plansprovides the key benefit. So what is the key benefitof this process that is to ensure that agreed-uponresponses are executed as planned in orderto address overall project risk exposure minimizingthe individual project threats and maximizing overallproject opportunities. So process helps in implementingagreed-upon risk response as I mentioned earlier. So now once we areready we are making ourselves ready to respondto the risk scenario some of the risks you cannot evenable to To reduce by doing the response plan implemented if power going off in between whileyou’re playing presentation or conducting a training sothat will impact the training.So how will you ensurethe power is available always so you will go for UPSthat is a response plan what you made so UPScannot give the back up more than two hours three hours. Let us assume that youwill have a generator so that if power fails UPSwill take here immediately. Then you go and switchon the generator which will generate the powerand load on the place. Come down and your face isalways in the loaded condition so that you one generator fails UPS will takecare for some time, but there will be some scenarioswhere fuel will not available. So generator cannot run so such risks arecalled residual stress, which we will accept because we implemented this UPSas well as generator Discord OBS these two introducesadditional risk risk associated with UPS itselfthe risk associated with generator itself.We covid as a second risk. So in this case what we did wasbefore The occurrence of the risk, we implementedthe risk responses, but there will be some scenario where you cannotimplement the responses. You should yourself make readyto handle those scenarios. What if the building collapseswhat if the earthquake happens what if flooding happens? So you will have a contingencyplan defined so contingency plan you can implement or else lookingat the impact kind of thing. You will makeyourself related go. I have other modes of operatingmy business and move forward or make my project successfulso inputs to this. Particular process would be project managementplan project documents and opa tools used as partof this particular processes expert judgmentinterpersonal and team skills project managementinformation system output should be project document updates and change requests monitor risk processmonitor risk process, which is part of monitoring and Control process groupdefined in PMP. This process mainly monitorsthe implementation of agree. Capone risk response planstracking identified risk identifying analyzing new risk and evaluating riskprocess Effectiveness throughout the project.So this process helps in enabling the projectdecisions to be based on current information aboutoverall project risk exposure and individual project risk. So this is performed throughoutthe Project Life Cycle. So input to this process would be project managementplan project documents what performance data and work performancereports tools used as Part of this particularprocess would be data analysis audits as well as meetings outputs workperformance information change request PMP updates that is project management planupdates project documents updates and OPM dates. Welcome to PMP procurementmanagement knowledge area from Ed Eureka. Today. We are going to discuss about procurementManagement in detail. So the agenda of this particularwebinar would be understanding. What is Project procurementmanagement is all about overview ofproject procurement management, then processes involved inProject procurement management. So firstly we needto understand when we say procurement management everyproject involves procurement. So when we take a project when organization decideswe need to take up a project organization decidesshould we really invest on this or not? That is firstdecision organization.Make once the decisionis made there are many things which are used aspart of the project to deliver that outputto create that output. To create that result. So while doing itwithin the project, there are a lot of thingswhich are created at the same time creationis fine the deliverables which happens throughoutthe Project Life Cycle is fine. But at the same timeorganizations would also decide some of the deliverableswhich goes into output. I don’t make instead. I will procure or maybe certain facilities required certain resourcesrequired organization will decide I willnot make it myself. I will not manage it directly. I will give it to the supplierlet the supplier give it to me. So a lot of procurementsinvolved raw materials are procured the environment where project is beingdone that environment. I may not have so I may get into a place where I will lease it or Iwill have a resources on a time and material basisfor a specific duration a specific toolspecific instrument.So I procure anothersimilar scenario is I as an organizationdon’t do this project. So instead. And I give this projectto the some of the experts the organization which hasexpertise in this area. So if my business isa retail I sell products, but I don’t know anythingabout civil constructions. So I need to have a facility where I am going to havemy particular retail office or retail store. Now, I need havethis construction. So I am not expert in that so I will give itto an expert an organization which has an expertise in this so I will procure so any procurement involvedin the Which is there any ways at various differentlevels procurement happens? So PMP considersthe specific Focus, which is required and helpsproject manager to understand what is involvedin procurement management. So procurement management isbasically focuses on ensuring purchasing and requiringproducts or services and or the results requiredfrom outside the project team we are not creatingthis so we don’t create because we do not wantto focus on that area.Let us give it to someone else. Let me say I’ma car manufacturer and automobile Manufacturing Company who integrate variousdifferent parts of the car and then sell Idon’t manufacture engine because I do not want to havecreating that facility creating that plant of manufacturing and I do not want to invest because I don’t havean expertise instead however organization which is very goodhaving good expertise and take that enginemanufactured by them and integrate into my car. So I am procuringthat engineering I’ve given that creation of that engineproducing that engine to some organization and then procuring it that is one possibility. So procurement when I saywe may also go for human resources for temporaryperiod Human Resources, if you can thinkabout civil construction project a concrete mixer can be a one which is outsourced to me and procuring on a Timeon material basis. That is also another possibilityraw material required for my project. I am procuring so it’sall about identifying.Those resources the productsor services for my project. And what is that? I am going to procure. What is that? I am going to make myselfone has to decide on that. Once the decision is made thenactual procurement happens. So we will see how what is that exactly PMPspeaks about it. Now project procurementmanagement has various different considerations to makebefore go on procuring. So this includesunderstanding the trends and emerging practices, so Advances in thevarious different tools. So which tool should I useas part of this project which makes sense to me which helps in terms of accomplishing the resultsrequired and what is the risks involved effectively, how am I going to dothe risk management? What are the methodologies? What are the approaches we have? So when I procure isthere any risk involved when I do it myself? Is there a risk involvedwhen I compare both the risk which one is better? So we need to analyzethat then changing Contracting.Isis as we know there isa changing demand in the market the mindset of the consumersare changing rapidly and the way we contractthe way we established. The contract is also changing so that it should accommodatethe changing need of the market condition then Logistics and Supply Chainmanagement or the one which is there with me what says what needs to beestablished then technology and stakeholder relations. Now lot of transactions involvedwith the stakeholders the engagement which hasto happen while procuring because decisions To roommate while procuring involvementof the stakeholders happens and involvement oftechnology today.So today we cannot imagineany specific industry or any specific organization or any specific operationsour project which is happening in the absence of technology. So what would bethe right technology which is appropriateto my project that needs to be considered andthen engagements which happens while doing the procurements. So we need to havea tailoring considerations while doing document which includes complexityof Requirement complexity of a procurement maybe becauseof the technology involved because of the geography isvarious different geographies the team size the kindof project I am doing and the region where I am doing it.It may be a full legalityof that particular geography the mandatory things which I need to comply withwhile I do the procurement in that region thenphysical location as I mentioned then governanceand Regulatory environment, which I cannot miss which I cannot shyaway from considering. I have to consider thoseand I should do within it. I should consider liketax structure can ignore it. No registration requirements. I cannot ignore which arethe basic requirements to have before I do the procurement thenavailability of contractors.So in not every region youwill have the resources in some of the cases you may require to bring itfrom the different region. All together may befrom different state or different city or from different countryaltogether so many organizations outsources setup and A bitto set an organization as I was mentioning about cars in our EOC Outsourcingthat engine manufacturing to some other manufacturingcompany or in it. Scenario Outsourcing likeOutsourcing to different country so that they will doit for me remotely. They will do the worklike organizations which are in the differentcountry developing a specific application for memonitoring an application for me while I produce somethinghere as part of the project. So a lot of such Outsourcing which would happenbecause of non availability. Certain skills capabilityanother scenario would be the cost of resources in the local region versus cost of resourcesin different region.It would also become outsourcedto different countries. The various differentprocesses involved in procurement management would be Bland procurementmanagement conduct documents and control procurementsmainly three processes. So plan procurementmanagement is the process in planning process group whereas conduct procurementis in executing. Process group andcontrol procurement is in monitoring and control. So when I say planprocurement management this has to help in termsof planning my procurement. I need to make the decisionsmainly any to provide the necessary guidelinesset a directions to conduct the procurements and then based onthat you will control so you Monitor and controlthe procurements the weight is conducted in reality versuswhat is being planned.So moving to planprocurement management, which is a processin planning process group. So in rockermanagement knowledge area in this processone will document the project procurement decisionspecifying the approach and identifying thepotential sellers. So in this processyou need to document various procurement decisionsspecifying procurement approach and identification of potentialand quality sellers. So once this processis executed predefined points in Project Life Cyclewill be understood visualized and that will help in deciding whether this needsto be acquiring goods or services from outside or not should be make or buysuch decisions as to be made. It should provide the guidelines in case there is a need italso helps in identifying which resources hasto be acquired. And when that Clarityshould be provided in plan procurement managementinputs to plan procurement management process is ProjectCharter Business documents, which is business caseand Management plan which are mainly referredto then project management plan. That is scope managementplan quality management plan Resource Managementplan scope Baseline, which are already Consolidated in project management planupdated then project documents which involves Milestone list projectteam assignments requirements documentationrequirements traceability Matrix resource requirementsrisk register then EF and opa now plan.Whatever Management’s tools and techniques usedinvolves expert judgment data Gathering data analysisSource selection criteria or Source selectionanalysis meetings, then output of this processorbe procurement management plan, then procurement strategy biddocuments procurement statement of work sourceselection criteria make or buy decisions somany gets confused. To see make or buy decision asan output of something they look that as an action, but basically the decisions what is madewhat should I procure what I should not somethingwhich I consider in the project. Should I buy or make myself? So these decisions are made that comes asan output then independent cost estimates changerequest project document updates and OBS organizationalprocess assets updates. The next process is conducted. Procurement when wesay conduct procurement, it’s quite obvious. We need to understandit is an action which is happening in execution. So there is a planwhich is set already. So to that plan, they should bend action which happens conductprocurement is the process of obtaining sellers responsesselecting a seller and awarding the contract.So this is the process which isin executing process group. So when we say conductprocurement the actions required To identifya specific seller finalized. Okay. This is the seller and then establish the contractwith that particular seller and then do the procurements. So selection of sellershould happen agreements needs to be established, which is very essentialto do the procurement. So the inputs to this processinvolves project management plan that is scope managementplan requirements management plan communication managementplan risk management plan to Cuban, man.Judgment plan configurationmanagement Plan cost Base Line If You observe very closely procurement management planis an output of a process within the same knowledge areais one of the inputs to conduct procurementthen project documents which involves Lessons Learnedregister project schedule requirements documentationtechnical requirements relating to the seller risk register stakeholder registerthen procurement documents like bid documents for cure. Statement of work independent cost estimatesSource selection criteria. So these are very essential when you go and identify sellerand discuss engage clarify.If at all any doubts that particular seller probableseller a bidder would have then further the inputs list goeswith like seller proposals, which actually comes asa response to request for proposal maybe organizationwould float in RFP request for proposal from sellers who are interested. Red cell is proposals which comes in then EF+ O PS appropriate one for procurement like local laws and regulation economic environment Marketplaceconditions information on relevant experienceany agreement which are already in place consideration ofthat contract management system. Then OBS, like listof preferred sellers organizational policiesorganizational templates and guidelines Financialpolicies and procedures. So This as an input this processconducts the procurement by using the tools and techniques like expertjudgment advertising advertising which is required to invite a probable sellerto respond to the request for proposal then data analysis bidderconferences bidder conferences are held to clarifyany doubts any clarifications which are therewith a specific seller before they submit the response to the RFP F proposalbefore the submit.Then interpersonal and teamskills which are essential while conducting procurement. So outputs of this process conduct procurementwould be selected sellers identified sellers the finalized one thenagreements which are established with those selected sellersthe change request. So change request may bean output here not initially when you do the conductprocurement later as the project progresses, maybe some additionaldeliverables may be required from a specific seller.So We raisedfor a change request or maybe some Clauses hasto be change in the agreement. You will raise a change requestthat is possible as this process happens throughout theProject Life Cycle, maybe change of accelerationthe partner itself or the one who is supplyingcertain things change of that itself is requiredchange request can be raised then PMP updates projectdocument updates and OPM dates. Next process iscontrol procurement. So control procurementis part of monitoring and Control knowledge area which is a process meant for ensuring the procuredrelations are managed as defined thecontract performance as we defined in the contract what says the actual performanceare checked then appropriate necessary modificationsare made to bring it back to the required one.So this process is performedthrough the Project Life Cycle and it helps in ensuring that performance of boththe involved parties that is buyers and sellers isup to the Requirement as stated in legal Arrangementslegal agreement inputs to this process involves project management planproject documents agreements procurement documents. So now when I sayproject management plan, it’s quite obvious. I need to seewhat was actually planned and how it is exactly done.So requirements managementplan risk management plan change management plan sheduleBaseline project documents when I say assumptions logsLessons Learned register file. Stone list qualityreports requirements documentation requirementstraceability Matrix risk and stakeholder registerand agreements which are establishedbetween the seller and buyer at any procurement documents which are decided along withthem approved change requests, then work performancedata organization processor set and Enterpriseenvironmental factors. The tools used as part of control procurement processshould be expert judgment Limbs and Illustrationdata analysis inspection and audits the outputs of this processis closed procurements work performance informationprocurement documentation updates change request.If at all any deviationis identified then update to project managementplan project documents and opa organizationalprocess assets. So this concludes the basicunderstanding one should have while doing management.

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