The document provides information on project management topics including scope management, schedule management, cost management, quality management, and testing. It discusses processes for each topic such as planning, defining activities, estimating durations, controlling changes, and performing assurance and control. Key aspects of each topic are defined, such as the work breakdown structure (WBS), Gantt charts, critical path method (CPM), earned value management (EVM), quality standards, cause-and-effect diagrams, and types of testing.

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Scope referstoall the workinvolvedincreatingthe productsof the projectandthe processesusedto
create them
A deliverable isaproduct producedaspart of a project
Planningscope management:determininghow the project’sscope andrequirementswill be managed
Collectingrequirements:defininganddocumentingthe featuresandfunctionsof the products
producedduringthe projectaswell asthe processesusedforcreatingthem
Definingscope:reviewingthe project charter,requirementsdocuments,andorganizational process
assetsto create a scope statement
Creatingthe WBS: subdividingthe majorprojectdeliverablesintosmaller,more manageable
components
Validatingscope:formalizingacceptance of the projectdeliverables
Controllingscope:controllingchangestoprojectscope throughoutthe life of the project
Requirementsmanagementplan documentshow projectrequirementswill be analyzed,documented,
and managed.
Project scope statements shouldinclude atleast aproduct scope description.
A WBS isa deliverable-orientedgroupingof the workinvolvedinaprojectthatdefinesthe total scope of
the project
A work package is a task at the lowestlevel of the WBS.
Analogy approach: ReviewWBSsof similarprojects andtailortoyour project
The top-down approach: Start withthe largestitemsof the projectand breakthemdown
The bottom-up approach: Start withthe specifictasksandroll themup
A WBS dictionaryis a documentthatdescribesdetailedinformationabouteachWBSitem
Scope validationinvolvesformalacceptance of the completedprojectdeliverables
Variance isthe difference betweenplannedandactual performance. END CHAPTER 5
Planningschedule management:determiningthe policies,procedures, anddocumentationthatwillbe
usedforplanning,executing,andcontrollingthe projectschedule
Definingactivities:identifyingthe specificactivitiesthatthe projectteammembersandstakeholders
mustperformto produce the projectdeliverables
Sequencingactivities:identifyinganddocumentingthe relationshipsbetweenprojectactivities
Estimating activity resources:estimatinghow many resourcesaprojectteamshoulduse to perform
projectactivities

2. Estimating activity durations: estimatingthe numberof workperiodsthatare neededtocomplete
individualactivities
Developingthe schedule:analyzingactivitysequences,activityresource estimates,andactivityduration
estimatestocreate the projectschedule
Controllingthe schedule:controllingandmanagingchangestothe projectschedule
An activityor task is an elementof worknormallyfoundonthe workbreakdownstructure (WBS) that
has an expectedduration,acost,and resource requirements
A dependencyorrelationshipisthe sequencingof projectactivitiesortasks
A network diagram isa schematicdisplayof the logical relationshipsamong,orsequencingof,project
activities
Bursts occur whena single node isfollowedbytwoormore activities.
A merge occurs when twoor more nodesprecede asingle node
Precedence DiagrammingMethod(PDM): Activitiesare representedbyboxes
Duration includesthe actual amountof time workedonan activity pluselapsedtime
Effort isthe numberof workdaysorwork hoursrequiredtocomplete atask
Gantt charts provide astandardformat fordisplayingprojectscheduleinformationbylistingproject
activities
Symbolsinclude:
◦ A blackdiamond:a milestones
◦ Thickblack bars: summary tasks
◦ Lighterhorizontal bars:durationsof tasks
◦ Arrows:dependenciesbetweentasks
SMART Criteria Milestonesshouldbe
◦ Specific
◦ Measurable
◦ Assignable
◦ Realistic
◦ Time-framed
Critical Path Method(CPM):is a networkdiagrammingtechniqueusedtopredicttotal projectduration
A critical path for a projectisthe seriesof activitiesthatdeterminesthe earliesttimeby whichthe
projectcan be completed

3. Slack or float is the amountof time anactivitymaybe delayedwithoutdelayingasucceedingactivityor
the projectfinishdate
Program Evaluationand ReviewTechnique (PERT):is a networkanalysistechniqueusedtoestimate
projectdurationwhenthere isahighdegree of uncertaintyaboutthe individual activityduration
estimates
PERT uses probabilistictime estimates:durationestimatesbasedonusingoptimistic,mostlikely,and
pessimisticestimatesof activity durations,orathree-pointestimate END CHAPTER 6
Cost isa resource sacrificedorforegone toachieve aspecificobjective.
Project cost managementincludesthe processesrequiredtoensure thatthe projectiscompleted
withinanapprovedbudget
Planningcost management: determiningthe policies,procedures,anddocumentationthatwillbe used
for planning,executing,andcontrollingprojectcost.
Estimating costs: developinganapproximationorestimate of the costsof the resourcesneededto
complete aproject
Determiningthe budget: allocatingthe overall costestimatetoindividualworkitemstoestablisha
baseline formeasuringperformance
Controllingcosts: controllingchangestothe projectbudget
Profitsare revenuesminusexpenditures
Profit margin isthe ratio of revenuestoprofits
Life cycle costingconsidersthe total cost of ownership,ordevelopmentplussupport costs,fora
project.
Cash flowanalysis determinesthe estimatedannual costsandbenefitsforaprojectand the resulting
annual cash flow
Tangible costs or benefitsare those costs or benefitsthatanorganizationcaneasilymeasure indollars
Intangible costs or benefitsare costsor benefitsthatare difficulttomeasure inmonetaryterms.
Direct costs are costs thatcan be directlyrelatedtoproducingthe productsandservicesof the project.
Indirectcosts are costs that are notdirectlyrelatedtothe productsor servicesof the project.
Sunk cost ismoneythathas beenspentinthe past.
Learning curve theorystatesthat whenmanyitemsare producedrepetitively
Reservesare dollarsincludedinacost estimate tomitigate costriskbyallowingforfuture situations
that are difficulttopredict
Contingencyreserves allowforfuture situationsthatmaybe partiallyplannedfor(sometimescalled
known unknowns) and are includedinthe projectcostbaseline

4. Managementreserves allowforfuture situationsthatare unpredictable (sometimescalled unknown
unknowns
PlanningCost Management:The firststepinprojectcost managementisplanninghow the costswill be
managedthroughoutthe life of the project
A cost management plan includes:
◦ Level of accuracy and unitsof measure suchas 10 or 20 percent or laborhours or days
◦ Organizational procedurelinks
◦ Rulesof performance measurement
◦ Reportingformats
◦ Processdescriptions
Estimating Costs: Projectmanagers musttake cost estimatesseriouslyif theywanttocomplete projects
withinbudgetconstraints
Analogousor top-downestimates:use the actual cost of a previous,similarprojectasthe basisfor
estimatingthe costof the current project
Bottom-up estimates:involve estimatingindividual workitemsoractivitiesandsummingthemtogeta
projecttotal (activity-basedcosting)
Parametric modelingusesprojectcharacteristics(parameters) inamathematical modeltoestimate
projectcosts
Estimates are done too quickly
People lackestimatingexperience
Human beingsare biasedtoward underestimation
Managementdesires accuracy
ControllingCosts:Projectcost control includes
◦ Monitoringcostperformance
◦ Ensuringthat onlyappropriate projectchangesare includedinarevisedcostbaseline
◦ Informingprojectstakeholdersof authorizedchangestothe projectthatwill affectcosts
Earned Value Management(EVM):is a projectperformance measurementtechnique thatintegrates
scope,time,andcost data
Baseline:original planplusapprovedchanges
The planned value (PV),formerlycalledthe budgetedcostofwork scheduled(BCWS) isthatportionof
the approvedtotal cost estimate plannedtobe spentonan activityduringa givenperiod

5. Actual cost (AC), formerlycalledactual cost of work performed(ACWP), isthe total of directand
indirectcostsincurredinaccomplishingworkonan activityduringagivenperiod
The earned value (EV), formerlycalledthe budgetedcostof workperformed(BCWP),isanestimate of
the value of the physical workactuallycompleted
Rate of performance (RP) isthe ratio of actual workcompletedtothe percentage of workplannedto
have beencompletedatanygiventime duringthe lifeof the projectoractivity
Earned Value Management
◦ Cost variance (CV) isthe earnedvalue minusthe actual cost
◦ Schedule variance (SV)isthe earnedvalue minusthe plannedvalue
◦ Cost performance index (CPI)isthe ratioof earnedvalue toactual cost.
◦ Schedule performance index (SPI) isthe ratioof earnedvalue toplannedvalue.
Main processesinclude
◦ Plancost management
◦ Estimate costs
◦ Determine the budget
◦ Control costs END CHAPTER 7
Other expertsdefine qualitybasedon:
Conformance to requirements:The project’sprocessesand productsmeetwrittenspecifications
Fitnessfor use:A productcan be usedas itwas intended
Project qualitymanagementensuresthatthe projectwill satisfythe needsforwhichitwasundertaken
Processesinclude:
◦ Planningquality management:Identifyingwhichqualitystandardsare relevanttothe projectand
howto satisfythem;a metricis a standardof measurement
◦ Performingqualityassurance: Periodicallyevaluatingoverall projectperformance toensure the
projectwill satisfythe relevantqualitystandards
◦ Performingqualitycontrol: Monitoringspecificprojectresultstoensure thattheycomplywiththe
relevantqualitystandards
PlanningQuality: Impliesthe abilitytoanticipate situationsandprepare actionstobringaboutthe
desiredoutcome
Important to preventdefectsby:
◦ Selectingpropermaterials

6. ◦ Trainingandindoctrinatingpeople inquality
◦ Planningaprocessthat ensuresthe appropriate outcome
Scope Aspectsof IT Projects
Functionalityisthe degree towhicha systemperformsitsintendedfunction
Featuresare the system’sspecial characteristicsthatappeal tousers
Systemoutputs are the screensand reportsthe systemgenerates
Performance addresseshowwell aproductor service performsthe customer’sintendeduse
Reliabilityisthe abilityof aproduct or service toperformas expectedundernormal conditions
Maintainabilityaddressesthe ease of performingmaintenance onaproduct
Quality assurance includesall the activitiesrelatedtosatisfyingthe relevantqualitystandardsfora
project
Another goal ofquality assurance is continuousquality improvement
Benchmarking generatesideasforqualityimprovementsbycomparingspecificprojectpractices
A qualityaudit is a structured reviewof specificqualitymanagementactivitiesthathelpidentifylessons
learnedthatcouldimprove performanceoncurrentor future projects
ControllingQuality:The mainoutputsof qualitycontrol are:
◦ Acceptance decisions
◦ Rework
◦ Processadjustments
Cause-and-effectdiagrams:trace complaints aboutqualityproblemsbacktothe responsibleproduction
operations
A control chart isa graphic displayof datathat illustratesthe resultsof aprocessovertime
A check sheetisusedto collectandanalyze data
A scatter diagram helpstoshowif there isa relationshipbetweentwovariables
A histogram isa bar graph of a distributionof variables
A Pareto chart isa histogramthat can helpyouidentifyandprioritize problemareas
Pareto analysisis alsocalledthe 80-20 rule,meaningthat80 percentof problemsare oftendue to20
percentof the causes
Flowcharts: are graphicdisplaysof the logicandflow of processes.Thathelp you analyzehow problems
occur and howprocessescan be improved

7. Types of Tests
Unittesting testseachindividualcomponent(oftenaprogram) to ensure itisas defect-free aspossible
Integrationtesting occurs betweenunitandsystemtestingtotestfunctionallygroupedcomponents
Systemtesting teststhe entire systemasone entity
Useracceptance testingis an independenttestperformedbyenduserspriortoacceptingthe delivered
system END CHAPTER 8