Source Selection Criteria

Selection criteria are often included as a part of the procurement solicitation documents. Such criteria are developed and used to rate or score seller proposals, and can be objective or subjective. Selection criteria can be limited to purchase price if the procurement item is readily available from a number of acceptable sellers. Purchase price in this context includes both the cost of the item and all ancillary expenses such as delivery. Other selection criteria can be identified and...

Cost Performance Baseline

Pmi Cost Baseline

The cost performance baseline is an authorized time-phased budget used to measure, monitor, and control overall cost performance on the project. It is developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve, as is illustrated in Figure 7-3. The difference between the maximum funding and the end of the cost baseline is Management Reserve. Figure 7-3. Cash Flow, Cost Baseline, and Funding Display .2 Project Funding Requirements Total...

Projects vs Operational Work

Organizations perform work to achieve a set of objectives. In many organizations the work performed can be categorized as either project or operations work. These two types of work share a number of characteristics as follows Constrained by limited resources, Planned, executed, and controlled, and Performed to achieve an organization's strategic plan. Projects and operations differ primarily in that operations are ongoing and repetitive, whiie projects arc temporary and unique. Although a...

Administer Procurements

Administer Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed (see Table 12-4 and Figure 12-3). Both the buyer and the seller will administer the procurement contract for similar purposes. Each must ensure that both parties meet their contractual obligations and that their own legal rights are protected. The Administer Procurements process ensures that the seller's performance meets procurement...

Organization Charts and Position Descriptions

Various formats exist to document team member roles and responsibilities. Most of the formats fall into one of three types Figure 9-2 hierarchical, matrix, and text-oriented. Additionally, some projcct assignments arc listed in subsidiary projcct pians such as the risk, quality, or communication plans. Regardless of the method utilized, the objective is to ensure that cach work package has an unambiguous owner and that all team members have a clear understanding of their roles and...

Precedence Diagramming Method PDM

PDM is a method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram that uses boxes or rectangles, referred to as nodes, to represent activities and connects them with arrows that show the logical relationships that exist between them. Figure 6-4 shows a simple project schedule network diagram drawn using PDM. This technique is also called Activity-On-Node (AON), and is the method used by most project management software packages. PDM includes four types...

Team Performance Assessment

As project team development efforts such as training, team building, and co-location are implemented, the project management team makes formal or informal assessments of the project team's effectiveness. Effective team development strategies and activities are expected to increase the team's performance, which increases the likelihood of meeting project objectives. Team Performance Assessment criteria should be determined by all appropriate parties and incorporated in the Develop Project Team...

Communications Requirements Analysis

The analysis of the communications requirements determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information. Project resources are expended only on communicating information that contributes to success, or where a lack of communication can lead to failure. The project manager should also consider the number of potential communication channels or paths as an...

Create WBS Tools and Techniques

Figure Type Deliverables Ispl

Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. The work package level is the lowest level in the WBS, and is the point at which the cost and schedule for the work can be reliably estimated. The level of detail for work packages will vary with the size and complexity of the project. Decomposition of the total project work into work packages generally involves the following...

Common Project Management Process Interactions

Overlapping Project Life Cycle

The project management processes arc presented as discrete elements with we -defined interfaces. However, in practice they overlap and interact in ways that are not completely detailed here. Most experienced project management practitioners recognize there is more than one way to manage a project. The required Process Groups and their constituent processes arc guides for applying appropriate project management knowledge and skills during the project. The application of the project management...

Monitor and Control Risk

Monitor and Control Risk is the process of executing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project (see Table 11-7 and Figure 11-13). Planned risk responses that are included in the project management plan are executed during the life cycle of the project, but the project work should be continuously monitored for new and changing risks. The Monitor and Control Risk process...

Process Improvement Plan

The process improvement plan is a subsidiary of the project management plan Section 4.2 . The process improvement plan details the steps for analyzing processes to identify activities which enhance their value. Areas to consider include Process boundaries. Describes the purpose, start and end of processes, their inputs outputs, data required, the owner, and stakeholders of processes. Process configuration. A flowchart of processes to facilitate analysis with interfaces identified. Process...

Recognition and Rewards

Part of the team development process involves recognizing and rewarding desirable behavior. The original plans concerning ways in which to reward people are developed during the Develop Human Resource Plan process. It is important to recognize that a particular reward given to any individual will only be effective if it satisfies a need which is valued the most by that individual. Award decisions are made, formally or informally, during the process of managing the project team through project...

Technical Performance Measurement

Technical performance measurement compares technical accomplishments during project execution to the project management plan's schedule of technical achievement. It requires definition of objective quantifiable measures of technical performance which can be used to compare actual results against targets. Such technical performance measures might include weight, transaction times, number of delivered defects, storage capacity etc. Deviation, such as demonstrating more or less functionality than...

Develop Project Charter

Process Flow Diagram Charter

Develop Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations. Creating the project charter and its approval formally initiates the project. This also establishes a partnership between the performing organization and the requesting organization or customer, in the case of external projects . A project manager is identified and assigned as early in the...

Facilitated Workshops

Requirements workshops are focused sessions that bring key cross-functional stakeholders together to define requirements. Workshops are considered a primary technique for quickly defining cross-functional requirements and reconciling stakeholder differences. Because of their interactive group nature, well-facilitated sessions can build trust, foster relationships and consensus, and improve communication among the participants. Another benefit of this technique is that issues can be discovered,...

Group Creativity Techniques

Several group activities can be organized to identify project and product requirements. Some of the group creativity techniques that can be used are Brainstorming. Generate and collect multiple ideas related to project and product requirements. Nominal Group Technique. Enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization. The Delphi Technique. A selected group of experts answers questionnaires and provides feedback...

Direct and Manage Project Execution

Plan Procurement Management

Direct and Manage Project Execution is the process of executing the work defined in the project management plan to achieve the project's requirements. This process requires the project manager and the project team to perform multiple actions to execute the project management plan to achieve the project's objectives. Some of those actions are Perform activities to accomplish project requirements, Create project deliverables, Staff, train, and manage the team members assigned to the project,...

Dependency Determination

Project Management Network Diagram

Three types of dependencies are used to define the sequence among the activities. Mandatory dependencies. The project management team determines which dependencies are mandatory during the process of establishing the sequence of activities. Mandatory dependencies are those that are inherent in the nature of the work being done. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the...

Funding Limit Reconciliation

The expenditure of funds should be reconciled with the funding limits that are set by the customer or performing organization on the commitment of funds for the project. A variance between the funding limits and the expenditures will sometimes necessitate the rescheduling of work to level out the load of required expenditures, which is accomplished by placing imposed date constraints for some work packages, schedule milestones, or WBS components into the project schedule. Rescheduling can...

Diagramming Techniques

Risk diagramming techniques may include Cause-and-effect diagrams (Section 8.3.2.1). These are also known as Ishikawa or fishbone diagrams, and are useful for identifying causes of risks. System or process flow charts. These show how various elements of a system interrelate, and the mechanism of causation (Section 8.3.2.3). Influence diagrams. These are graphical representations of situations showing causal influences, time ordering of events, and other relationships among variables and...

Procurement Negotiations

Negotiations clarify the structure and requirements of the purchases so that mutual agreement can be reached prior to signing the contract. Final contract language reflects all agreements reached. Subjects covered should include responsibilities and authorities, authority to make changes, applicable terms and governing law, technical and business management approaches, proprietary rights, contract financing, technical solution, overall schedule, payments, and price. Contract negotiations...

Project Management Plan Updates

Elements of the Project Management Plan that may be updated include but are not limited to Procurement management plan. The procurement management plan (Section 12.1.3.1) is updated to reflect any approved change requests that affect procurement management, including impacts to costs or schedules. Baseline schedule. If there are slippages that impact overall project performance the baseline schedule may need to be updated to reflect the current expectations.