Wednesday, 2 March 2011

PMP - Project Managment Professional Certification Course - Day 2

So day 2 covered all of Project Scope Management and half of Project Time Management. Chapters 5 & 6 of the PMBOK.

Before we get all PMP, lets get the tutor's jokes/anecdotes out of the way.

What is the origins of the word "Sandwich"? Lord Sandwich, gambling, didn't want to mess his hands so put the meat in the bread, and that became known as the Sandwich. Read the real story here.
The word sandwich that we use today was born in London during the very late hours one night in 1762 when an English nobleman, John Montagu, the Fourth Earl of Sandwich (1718-1792), was too busy gambling to stop for a meal even though he was hungry for some food. The legend goes that he ordered a waiter to bring him roast-beef between two slices of bread. The Earl was able to continue his gambling while eating his snack; and from that incident, we have inherited that quick-food product that we now know as the sandwich. He apparently had the meat put on slices of bread so he wouldn’t get his fingers greasy while he was playing cards. It’s strange that the name of this sex fiend should have gone down in history connected to such an innocent article of diet.

Funny clips, not related to the course:

Second clip - Public Health Agency of Canada

Chapter 5: Project Scope Management
There are 5 processes to the Scope Management Process:
1. Collect Requirements - part of the Planning process group
2. Define Scope - part of the Planning process group
3. Create WBS - Planning process
4. Verify Scope - Monitoring and controlling process group
5. Control Scope - Monitoring and controlling process group

What you need to know
- Scope Management Process
- Scope baseline
- Requirements documentation
- Requirements traceability matrix
- Requirements management plan
- Work breakdown Structure (WBS)
- How to create a WBS
- Benefits of WBS
- Scope Management Plan
- Project scope statement
- Work package
- Activity
- Decomposition
- WBS Dictionary
- Definition of Scope Management
- Product Scope
- Project scope
- Constraints
- Product analysis
- Validated deliverables
- Requirements gathering techniques

Things to know about Scope Management for the Exam
Taken from Chapter 5, Rita Mulcahy's Exam prep PMP Exam Prep, Sixth Edition: Rita's Course in a Book for Passing the PMP Exam:
- You must plan, in advance, how you will determine the scope, as well as how you will manage and control scope. This is part of your scope management plan
- Scope must be defined, clear and formally approved before work starts
- Requirements must be gathered from all stakeholders
- A work breakdown structure is used on all projects. It's central to all other steps. Without a WBS a project manager is in the dark
- Always ensure that whilst the project is ongoing that only the work as defined in the scope is being progressed and nothing else
- Gold plating should be avoided - it's not allowed
- Any change to scope must be evaluated for its effect on time, cost, risk, quality, resources and customer satisfaction
- No changes in scope are allowed without an approved change request
- Scope changes should not be approved if they relate to work that does not fit within the project charter
- You need to continuous determine what is and is not included in the project

Chapter 6: Time Management
6 process make up the Time Management process:
1. Define Activities  - Planning process
2. Sequence Activities - Planning
3. Estimate Activity Resources - Planning
4. Estimate Activity Durations - Planning
5. Develop Schedule - Planning
6. Control Schedule - Monitoring and controlling

What you need to know
- Time Management press
- Schedule Baseline
- Schedule Compression - Crashing & Fast Tracking
- Activity list
- Network Diagram
- Dependencies: Mandatory, Discretionary, External
- Precedence diagramming method (PDM)
- Critical Path
- Float or Slack: Free Float, Total Float, Project Float
- Three-point Estimate
- Monte Carlo Analysis
- Bar Charts
- Milestone Charts
- Resource levelling
- Leads and Lags
- Heuristics
- Variance
- Milestones
- Resource breakdown structure
- One-point estimate
- Padding
- Analogous Estimating
- Parametric Estimating
- Critical Path Method
- Near-critical path
- Reserve analysis
- Re estimating

Further Reading Recommended

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