Project Management Framework

Project Management Process Groups

Knowledge Area
Processes Planning Executing Monitoring &
Initiating Process Closing
Controlling Process
Group Process Group Process Group Process Group
Group

Develop Project Develop Project Monitor and Control Close Project

Charter Direct and Manage
Project Management Plan Project Work
Management Project Execution
Develop Preliminary Integrated
Integration Project Scope Change Control
Statement

Scope Planning Scope Verification

Project Scope
Management Scope Definition Scope Control
Create WBS

Schedule Control
Activity Definition
Activity Sequencing
Activity Resource
Project Time
Management Estimating
Activity Duration
Estimating
Schedule Development

Project Cost Cost Estimating Cost Control

Management Cost Budgeting

Project Quality Quality Planning Perform Quality Perform Quality

Management Assurance Control
 Project Management Framework
Project Management Process Groups
Knowledge Area
Processes Planning Executing Monitoring &
Initiating Process Closing
Controlling Process
Group Process Group Process Group Process Group
Group

Human Resource Acquire Project Manage Project

Project Human Planning Team Team
Resource
Management Develop Project
Team

Communications Information
Project Planning Distribution Performance
Communications Reporting
Management Manage Stakeholders

Risk Management
Planning Risk Monitoring and
Risk Identification Control
Qualitative Risk
Project Risk
Management Analysis
Quantitative Risk
Analysis
Risk Response
Planning

Project Plan Purchases and Request Seller Contract Contract

Procurement Acquisitions Responses Administration Closure
Management Plan Contracting Select Sellers
Project Stakeholders
Project Selection Decision
Models
System Description

In a decision tree model, selection criteria are arranged along the branches
Decision tree of a tree flowchart. The project is evaluated against criterion. If the project
fails to meet any criterion, it is removed from consideration.

This is similar to the decision tree in that the project is evaluated using one
Criteria profiling criterion at a time. However, in this model the project continues to be
considered even if it fails to meet some of the criteria.

This type of model is similar to criteria profiling, but different criteria may be
Weighted factor
weighted and factored into the scoring.

In a Q-sorting model, groups of people rate the relative priority of a number

Q-sorting
of projects.

In the Delphi technique, individuals can be located remotely and may remain
anonymous, yet still participate in group decision making. People
Delphi technique
participating in a Delphi process are given criteria, asked to rate a project on
a zero-to-ten scale, and provide reasons for their ratings.
 Create Project Charter
 Include the project and authority identification information.
 Include a clear, concise description of the business need,
opportunity, or threat that the project is intended to
address.
 Include summary descriptions of the product or service of
the project.
 Include a description of the project's relationship to the
business need it is intended to address.
 Consider any known constraints and/or assumptions.
 Ensure the person with the required knowledge and
authority signs the project charter.
 Distribute the signed charter to the appropriate project
stakeholders.
 Product Analysis

Technique Description

Analyzing all of the things that a product does, including primary and related
Functional analysis functions, to identify unnecessary functions that might drive up cost on a
product.

Identifying and developing the cost versus benefits ratio for each function of
Value engineering
a product. A method for controlling costs while maintaining performance and
and value analysis
quality standards. Very common in military and construction contracts.

Identifying what the customer's needs are, and translating those needs into
Quality function technical requirements. Appropriate for each stage of the product
deployment development cycle.

Analyzing products holistically, integrating factors such as users, usage

Systems engineering environment, and related hardware or software with which the product must
function.
Alternatives Identification

Technique Description

A creative approach to problem solving in which the team attempts to think

Lateral thinking
about a problem in new ways and generate a fresh solution.

A general creativity technique for generating possible alternatives.

Brainstorming methods can be structured or unstructured in approach. The
Brainstorming
goal is to generate as many ideas as possible from as many team
members as possible.

A group technique that extracts and summarizes anonymous group input to

Delphi technique choose among various alternatives. Often used to arrive at an estimate or
forecast.
 Create A Scope Statement
 Refine the project objectives, deliverables, and product
scope description.
 Reexamine the project requirements.
 Review the project boundaries.
 Update the preliminary project constraints, risks, and
assumptions.
 Create schedule milestones.
 Include a revised overall cost estimate and define any cost
limitations.
 Identify and document known risks.
 Map out the internal organization.
 Document project specifications and approval requirements.
 Finalize the procedure for accepting completed products.
Work Breakdown Structure
This is a technique to analyse the content of work and cost by breaking it down into its
component parts. It is produced by :-
• Identifying the key elements
• Breaking each element down into component parts
• Continuing to breakdown until manageable work packages have been identified. These
can then be allocated to the appropriate person.
Below is a work breakdown structure for the recruitment of a new person to fill a vacant
post.
 PERT
Program Evaluation and Review Technique-
planificación de duración de actividades. Se
asignan valores a las condiciones:
• Optimista
• Pesimista
• Lo más probable
La distribución de las 3 posibilidades se multiplica
por el valor dado a la condición, y se divide entre
6.
Project Evaluation Review Technique (PERT)
Network analysis or PERT is used to analyse the inter-relationships between the tasks identified by the
work breakdown structure and to define the dependencies of each task. Whilst laying out a PERT chart it is
often possible to see that assumptions for the order of work are not logical or could be achieved more cost
effectively by re-ordering them. This is particularly true whilst allocating resources; it may become self
evident that two tasks cannot be completed at the same time by the same person due to lack of working
hours or, conversely, that by adding an extra person to the project team several tasks can be done in
parallel thus shortening the length of the project.
Below is the PERT chart of the WBS shown above after network analysis as been applied.
 Activity

An element of project work that requires an

action to produce a deliverable.
Typically has an expected duration.
Usually consumes costs and resources.

Examples of activities:
Revise user manual
Dig footers
Reserve conference room
 Create Activity List
Gather inputs and resource materials.
Decompose each work package in the WBS
into activities required to produce the
deliverable.
Consult records of similar projects to identify
possible activities.
Consult subject matter experts about unfamiliar
activity.
Ensure activities listed are necessary and
sufficient to successfully complete. the work
package.
Finish-to-Start (FS) Example

A B B can’t start until

A is finished
10 days 4 days

A (10 days) B (4 days)

14 days
Finish-to-Finish (FF) Example
A FF
10 days

B can’t finish B
until A finishes
4 days

A (10 days)

B (4 days)

10 days (Best Case)

A (10 days)

B (4 days)

14 days (Worst Case)

Start-to-Start (SS) Example
A B can’t start
10 days until A starts

SS B
4 days

A (10 days)

B (4 days)

10 days (Best Case)

A (10 days)

B (4 days)

14 days (Worst Case)

Start-to-Finish (SF) Example
A A must start before B
10 days can finish

SF
B
4 days

A (10 days)

B (4 days)

10 days (Best Case)

A (10 days)

B (4 days)

14 days (Worst Case)

 Arrow Diagramming Method

B
C
A
D E
Start Finish

F H
G J
I
 Project Network Diagram

A B

Start C E
D Finish
F G H I J
 Hammock Activity

A B

Start C E
D Finish
F G H I J

Hammock
GERT Network Diagram with Loop Example

Design Logo

Sponsor no
Approval?

Loops
yes

Demo for Focus

Groups

Focus no
Group
OK?

yes

Produce Final
Artwork
GERT Network Diagram with
Conditional Branch
Dig trench

Fill with yes Install sump

Pump trench
Water? system

no

Lay pipe

Conditional
branch
 Completed Sidewalk Replacement Work
Package Network Diagram

2.3.3.4

Pour
Concrete

2.3.3.1 2.3.3.2 2.3.3.3 2.3.3.7

Remove Excavate Build Remove

Old Sidewalk Lawn Forms Forms

2.3.3.5 2.3.3.6

Replace Lay
Topsoil Sod
Estimate Activity Resources
Determine what resources are necessary to
complete each activity.
Determine what quantity of resources is
necessary to complete each activity.
Generate possible alternatives for unavailable
resources.
Analyze the scope statement.
Consider organizational policies that could
affect resource acquisition and usage.
Identify and use expert judgment resources.
Analyze the resources already available.
 Activity Duration Estimates

Number of work units required to complete the

activity.
Assumptions made when making the
estimates.
Range of variance for the estimate.
 Analogous Estimating

The amount and reliability of historical

information.
The similarity of the historical project on which
the estimates are based.
The expertise and relevancy of the expert
judgment used to make the estimates.
 Estimate Activity Durations
 Involve the work package owners.
 Consult historical information.
 Determine which work unit you will use.
 Consider resource requirements and capabilities
 Determine the appropriate estimation method to use.
 Modify the constraints and assumptions from the
other planning processes.
 Verify the accuracy of your estimates.
 Consider the need for reserve time.
 Include the list of assumptions made in the creation of
estimates.
 Include a range of variance for each estimate.
Critical Path
 Ruta Crítica

Como gerente de proyectos, debo concentrarme en las actividades que están en

la ruta crítica, que es la de menor flexibilidad.
 Float: tiempo que puedo dilatar sin impactar el proyecto.
Conocido como “slack”

Free float: se puede compartir en una secuencia de actividades.

 Compresión de Itinerario
Fast Tracking Realizar tareas
secuenciales de forma
concurrente.

Crashing: “trade off” de tiempo por costo.

Es la reducción de actividades que menos
Crashing cuesten, y que acorten el tiempo de
ejecución de un proceso. Por lo regular se
hace “crashing” a las tareas de la ruta
crítica. El “crashing” aumenta el factor de
riesgo en error, los costos del proyecto y
su calidad
 Simulación
• Montecarlo Analysis
• What-if Scenario

Nivelación de Recursos
 Estimado de Costos
• Proyección de recursos necesarios para
completar el proyecto
• Análisis de reserva: se establece cuando hay riesgos
que pueden impactar el costo del proyecto. Se evalúa
a medida que el proyecto avanza.
• Luego de tener los estimados de costo, puedo
trabajar en el “baseline”. Son elementos de
monitoreo. Puede sufrir cambios si el proyecto tiene
un ajuste en alcance o costo. El “baseline” se crea en
la fase de planificación para controlar el proyecto y
comparar los cambios en el mismo, basado en el
costo inicial estimado.
 El baseline ayuda a medir las varianzas
de costo a lo largo del proyecto.

Métodos de Asignación de
Costos
 Calidad, Staff y Comunicaciones

Para minimizar el riesgo de fallas en calidad, disposición de recursos y

comunicación, se debe lograr el consenso y el respaldo de los stakeholders para
desarrollar los planes correspondientes, que servirán de guía y referencia
durante el proyecto.
• Quality Planning debe hacerse regular y
concurrentemente con otros procesos de
planificación para proyectar el impacto en en
el proyecto.
• Establecimiento de guías de calidad (ISO 9000, Total Quality Management)
• Considerar regulaciones externas
• Quality Management Plan: cómo se maneja la calidad. Subsidiario del PM
Plan. Contiene las métricas y factores que influyen en el proyecto
(estándares, regulaciones)

• Estándar: principios, guías, buenas prácticas de la empresa, o generales

en la industria.
• Regulaciones: normas establecidas.
• Quality Planning
• Reconocer los tipos de costo: de prevención, “appraisal” o falla- el más
costoso
“Process Flowchart” Uso de Flowcharts para
identificar problemas de calidad y
sus efectos

Causa y Efecto (“Fishbone”)

Checklists
 Diseño de Experimentos

¿Qué variable tiene mayor efecto?

¿Qué relación hay entre la variable y la calidad?

¿Cuál es el mejor valor para la variable, asegurando la calidad?

Roles y Responsabilidades

S: Signoff
A: Accountable (responsable)
P: Participant
Organization Chart del proyecto- ayuda a evitar el problema de
desconocimiento respecto a quién dirigirse.
 Adquisición de Recursos

Considerar:
Competencias, Procedencia y Costos

Desarrollar habilidad de negociación de recursos

Planificación de Comunicación
Risk Management Plan
Riesgo es cualquier evento no planificado, sea positivo o negativo. Si la
organización ya tiene un manejo de riesgos, el gerente de proyectos debe
seguirlo. Si el país tiene unos procesos establecidos, deben ir sobre el de la
organización.
Risk Management Plan
Risk Management Plan Components
Tolerancia al Riesgo, Clasificaciones
Toma de Decisiones, Categorías
Identificación de Riesgos y “Triggers”

Risk Register
Risk Identification
Risk Identification
 Análisis Cualitativo de Riesgo

Qualitative Risk Analysis: clasifica el

proyecto en términos de riesgo e
impacto de forma subjetiva. El gerente
de proyecto establece cómo lo va a
llevar.
Matriz de Probabilidad e Impacto de Riesgos
Distribución de probabilidad de riesgos en un proyecto
Análisis Cuantitativo de Riesgo
Output: Actualización del Risk Register
Todos los proyectos tienen riesgos; el problema es que la gente los conoce, cree
saber qué hacer si ocurren, y si ocurren nadie se encarga de tomar acción ante el
riesgo
Contract Planning