Rita's Process Management Processes

Rita's Process Group Flash Cards - click here

Another Cram Flashcard - click here

I got stuck with chapter 3 of Rita's PMP book.  I am not a fan of memorization,  yet, the process chart seems like alot, and not sure if I end up having to memorize.

Has anyone figured out a way to understand why rather than plain memorization?

few things I came across the web as I was searching.

1. Plan the plan - nothing should come before this.
2. Finalize requirements - If you don't know what you're building you'll fail.
3. Create Scope Statement - Transform requirements into scope.
4. Determine what to purchase - what will you build, what will you buy?
5. Determine team - what kind of people do you need?
6. WBS & Dictionary - Break down the scope into capabilities, deliverables and tasks. This must be early.
7. Activity List - tightly bound to the previous;
8. Network Diagram - very tightly bound to the previous 2
9. Estimate resource requirements - Just convince yourself that it is tightly bound to WBS. Memorize this one.
10. Estimate Time & Cost - tightly bound
11. Determine Critical path -tightly bound
12. Develop Schedule - Tightly bound
13. Develop Budget - tightly bound
14. Quality/Standards/Process/Metrics - Memorize this, but remember that now that you have a fairly clear picture of What is to be done, and WHo is to do it, it is time to decide how it will be judged.
15. Process Improvement Plan - I percevie this as tightly bound to #14.
16. Roles & Responsibilities - Memorize this
17. Plan Communication - Tightly bound to 16
18. Perform Risk Identification, Risk Analysis & Risk Planning - Memorize this. Logically before #19
19. Go back - iteration - Memorize this first
20. Prepare Procurement Documents
21. Create Change Management Plan
22. Finalize "how to execute & control"
23. Develop the final PM plan & Performance Measurements
24. Formal approval
25. Kick off meeting

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Lessons Learned

As a project manager, you need to collect and review lessons learned from similar projects before staring work on a new project.  once the project is underway, you are required to add lessons learned to the company database.  Documenting lessons learned is a required project management practice.  lessons learned are both an input to and output of projects.  as an input, they help improve the current project.  as a output, they help make the organization better.  lessons learned are realized throughout the project and should be shared with the project team to improve the current project and with the organization as part of the Manage communications process.  They are finalized during closing.

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Lessons learned documents include what type of information?

The lessons learned document includes what was done right, what was done wrong? what else should we have done differently.  It also includes causes of the issues, reasons for change requests, etc.  you would also include, preventative-methods  re estimating methods, issues the project faced and reasoning behind it.  

It should include, three sections.

Technical aspects of the project: what was done right, wrong and how the work was completed.

Project management: how did we do with WBS creation, risk planning etc.

Management: How did I do with communications, and leadership as a project manager. 

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Different types of PMOs

The project management office centralizes and standardizes the management of projects.  Some organizations refers to this as portfolio management office.

Supportive: A supportive PMO provides the policies, methodologies, templates and lessons learned fro managing projects within the organization.  It typically exercise a low level of control over projects.

Controlling:  A controlling PMO provides support and guidance in the organization on how to manage projects, trains others in project management and project management software, assists with specific project management tools and ensures compliance to organization practices.  It typically has a moderate level of control over projects.

Directive: A directive PMO provides project managers for different projects, and is responsible for the results of those projects; all projects, or projects of a certain size, type , or influence are managed by this office.  A directive PMO has a high level of control over projects.

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OPM3 - What is it?

OPM3 is PMI's organizational project management maturity model. This model is designed to help organizations determine their level of immaturity in project management.

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Organizational Project Management ( OPM)

OPM provides direction for how portfolios, programs, projects and other organizational work should be prioritized, managed executed and measured to best achieve the strategic goals. Whether they are part of project, program, portfolio or operational work, the should be guided by an din trunk support the organization's strategic goals.  Any changes to the organizational strategy will necessitate changes to the organization's portfolios, programs, projects and operational work.  Of a project no longer aligns with the organizational strategy, the project may be changed midcourse to bring it into alignment, or it may be terminated.

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While the project work is being done...

The project is managed to the project management plan, which is realistic and complete.

The project manager measures against the project management plan to help determine project status throughout the life of the project.

Projects are re-estimated throughout the life of the project to makes urea the end date and cost objectives will be met.  Therefore, the project manager almost always knows if the project can meet the agreed- to end date and budget.

Delays must be made up by adjusting future work, rather than asking for more time.

The project manager ash authority and peer.  He or she can say no and work to control the project for the benefit of the customer.

The project manager lets others know they cannot get something for nothing. A change in scope must be evaluated for its impacts to time, cost, quality, risk, resources and customer satisfaction.  The project manger has enough data about the project to do this analysis.

The project manager realizes that over time not everyone associated with the project will have the same understanding of what the project is and what could occur during the life of the project.  Therefore, the project manager is continually looking to ensure everyone knows what's going on and has appropriate expectations.

The project manger understands and takes seriously, human resource responsibility on a project.

The project manager spends time on such activities as team building and ensuring high team performance.

The project manager is proactive and finds problems early, looks for changes and prevents problem.s.

The project manager spends more time focusing on preventing problems than dealing with problems.

Most problems that occur have a risk response plan already decreased to deal with them.

Risks are a major topic at every team meeting.

Team meeting do not focus on status.  That can be collected by other means.

All changes to the project management plan flow through the change management process sand integrated change control.

The project manager ensures that organizational policies are followed on the project.

The project manager recommends improvements to the performing organizations standards, polices and process.  Such recommendations are expected and welcomed by management.

Quality should be checked before an activity or work package is completed.

The project manager works closely with the quality assurance quality control department in performing some of the quality activities discussed in the PMBOK guide.

The project anger is actively involved with the procurement process and assists in managing procurements.

The project manager understands contract language.

The project manager makes sure all the terms of the contract are met, including those that do not seem important to him or her.

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Planning the project

Planning is very important, and all projects must be planned.

The project manager plans the project with input from the team and stakeholders, not on his or her own.

Part of planning involves deciding which processes oink PMBOK Guide should be used on each project and how to tailor those processes to the project.

There are plans for how the knowledge areas of scope, time, cost, quality, human resources, communications, risk procurement, and stakeholder management will be planned, managed , and controlled.  These are called management plans, and every project has one for every knowledge area.

If at all possible, all the required work and all The stakeholders are identified before the project work actually begins.

The project manager determines metrics to be used to measure quality.

The project manger has a plan for continually improving processes.

The project manager creates a system to reward team members and stakeholders.

All roles and responsibilities are CLEARLY documented and assigned to specific individuals on the project.  These may include things like reporting responsibilities, reeks management assignments, and meeting attendance as well as project work.

The project manager focuses extensively on identifying risks.

The stakeholders, as well as team members, are assigned risk identification and risk management  duties.

The project manager realizes that managing risks saves the project time and money.

Project cost and schedule cannot be finalized without completing risk management.

The project manager assesses whether the project can meet the end date and other project constraints and objectives. He or she then meets with management to resolve any differences BEFORE the project work starts.  The project manager knows unrealistic schedules are his or her fault.

The project manager plans when and how to measure performance against the performance measurement baseline, as documented in the project management plan, but he or she also has other measurements to use to determine how the project is performing while the work is being done.

The project management plan is realistic, and everyone believes it can be achieved.

The exam defines a kickoff meeting in a way that maybe different from your understanding of a kickoff meeting.

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General about PMI - Project Management on the exam.

The project manager creates and keeps current other documents in addition to the project management plan to help plan, manage and control a project.

Stakeholders are involved throughout the project. Their needs are taken into account while planning the project and creating the communications management plan and stakeholder management plan.  They may also help identify and manage risks.

People must be compensated for their work.

PMI does not approve of gold plating.

Since most projects are managed in a matrix environment, such seemingly easy topics as motivation thermos or conflict resolution can be complicated on the exam.

The project manger has a professional responsibility to properly use the tools and processes of project management.

 

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