CAPM.txt

1. A temporary endeavor with a beginning and an end.

2. Creates a unique product, service, or result.

• 1. Process Groups
• 2. Knowledge Areas
• 3. Professional and Social Responsibility

• 1. Initiating
• 2. Planning
• 3. Executing
• 4. Monitoring and Controlling
• 5. Closing

• 1. Project Management Framework (introduction, project life cycle & organization)
• 2. Project Management Processes
• 3. Integration
• 4. Scope, Cost, Quality, Human Resource, Communications, Risk, Procurement Management

A group of projects

Their management is coordinated because the projects are related.

A group of programs to acheive a specific strategic business goal.

The programs may not be related other than the fact that they are helping to achieve that common strategic goal.

Project Management Office

• 1. Manage the interdependencies between projects.
• 2. Help provide resources
• 3. Terminate projects
• 4. Monitor compliance with organizational processes
• 5. Help gather lessoned learned
• 6. Provide templates
• ...etc.

Project Charter

• 1. Time
• 2. Cost
• 3. Risk
• 4. Scope
• 5. Quality
• 6. Resources
• 7. Other factors that limit options, such as customer satisfaction.

• 1. Functional
• 2. Projectized
• 3. Matrix

• 1. Functional - Functional Manager
• 2. Projectized - Project Manager
• 3. Matrix - Depends on the strength of the matrix.
• A. Strong - PM
• B. Weak - FM
• C. Balanced - Shared

• 1. Easier management of specialists
• 2. Team members report to only one supervisor
• 3. Similar resources are centralized, as the company is grouped by specialties
• 4. Clearly defined career paths in the areas of work specialization

• 1. People place more emphasis on their functional specialty to the detriment of the project
• 2. No career path in project management
• 3. The project manager has little or no authority

• 1. Efficient project organization
• 2. Loyalty to the project
• 3. More effective communications than functional

• 1. No "home" when project is completed
• 2. Lack of professionalism in disciplines
• 3. Duplication of facilities and job functions
• 4. Less efficient use of resources

• 1. Highly visible project objectives
• 2. Improved project manager control over resources
• 3. More support from functional areas
• 4. Maximum utilization of scarce resources
• 5. Better coordination
• 6. Better horizontal and vertical dissemination of information
• 7. Team members maintain a "home"

• 1. Extra administration is required
• 2. More than one boss for project teams
• 3. More complex to monitor and control
• 4. Tougher problems with resource allocation
• 5. Need extensive policies and procedures
• 6. Functional managers may have different priorities than project managers
• 7. Higher potential for conflict

A progression through a series of differing stages of development.

There are two life cycles and one overall project management process you must know for the exam.

• 1. Project Charter
• 2. Identified stakeholders
• 3. Strategy for managing those stakeholders

• 1. Develop Project Charter (Integration Management Chapter)
• 2. Identify Stakeholders (Communications Management Chapter)

Project Integration Management

• 1. Project Statement of Work (SOW)
• 2. Business Case
• 3. Contract
• 4. Enterprise Environmental Factors
• 5. Organizational Process Assets

Created by the customer/sponsor and describes their needs, product scope, and how the project fits into their strategic plan.

Explains the business need and the analysis used to justify the project.

Company culture and existing systems that the project will have to deal with or can make use of.

Existing processes, procedures, and historical information.

1. Expert judgement

1. Project Charter

It gives the project manager authority to spend money and commit corporate resources.

The project management plan is an integration function--it integrates all the knowledge area management plans into a cohesive whole. It also includes the baselines for the project.

• 1. The PM processes that will be used on the project.
• 2. Management plan for scope, schedule, cost, quality, human resources, communications, risk, and procurement.
• 3. Scope, schedule, and cost baselines
• 4. Requirements management plan
• 5. Change management plan
• 6. Configuration management plan
• 7. Process improvement plan

The project scope statement, work breakdown structure (WBS), and WBS dictionary.

The agreed-upon schedule, including the start and stop times.

The time-phased cost budget.

It describes how requirements will be identified, managed, and controlled.

• The change management plan describes how changes will be managed and controlled and may include:
• 1. Change control procedures (how and who)
• 2. The approval levels for authorizing changes
• 3. The creation of a change control board to approve changes
• 4. etc...

It defines how you will manage changes to the deliverables and the resulting documentation.

The project manager should look for ways to improve the process, which will result in completing the work faster, cheaper, and with higher quality.

• 1. Deliverables
• 2. Work Performance Information
• 3. Change Requests
• 4. Project Management Plan and Project Document Updates

"Completed Work"

They are an output of integration management, not the other knowledge areas.

• 1. Performance reports
• 2. Enterprise environmental factors

1. Change requests

Any action take to bring expected future project performance in line with the project management plan.

Deals with anticipated or possible deviations from the performance measurement baseline.

"rework"

It is necessary when a component of the project does not meet specifications.

1. Change Control Meetings

Many projects have a change control board, which is responsible for meeting to review and analyze change requests.

• 1. Change Request Status Updates
• 2. Project Management Plan and Project Document Updates

• 1. Final Product, Service, or Result Transition
• 2. Organizational Process Assets Updates