PMP In Depth - Project Management Professional Study Guide for PMP and CAPM Exams

416 Pages·2006·3.99 MB·english

by  Paul Sanghera

PMP® In Depth:
Project Management
Professional Study Guide
for PMP® and CAPM® Exams
Dr. Paul Sanghera
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To life
Whose every day is a project
That I run from the time’s shoulders.
To my friends,
the key stakeholders:
Gurmail Kandola,John Serri,and Kulwinder
Baldev Khullar,Ruth Gordon,and Bhupinder
Stanley Wong and Srilatha are a few to name.
With friends,I can see clearly
Through storm and rain.
Friends without whom
Every path is just a trail of dust.
With whom I’m like the first man
Walking on the planet Earth.
Acknowledgments
Each time I get a book published,I re-learn a lesson that transforming an idea into a fin-
ished book takes a project (it produces a unique product—that is,the book—and it has a
beginning and an end) and a project team.As they say (well,if they don’t anymore,they
should),first thing first.Let me begin by thanking Mitzi Koontz for initiating this pro-
ject.With two thumbs up,thanks to Cathleen Snyder for managing this project from the
planning stage through the executing stage,the monitoring/controlling stage,and all the
way to the closing stage.
It’s my pleasure to acknowledge the hard work of other members of the team as well:Bill
Hartman for layout,Heather Urschel for proofreading,and Katherine Stimson for index-
ing.My special thanks to Paul Gneco and Anil Punjabi,the technical editors of this book,
for carefully reviewing all the chapters and offering valuable feedback.
In some ways,writing this book is an expression of the project manager and educator inside
me.I thank some great minds from whom I directly or indirectly learned about manage-
ment during my journey in the computer industry from Novell to Dream Logic:Chuck
Castleton at Novell,Delon Dotson at Netscape and MP3.com,Kate Peterson at Webor-
der, and Dr. John Serri at Dream Logic. I also thank my colleagues and seniors in the
field of education for helping me in so many ways to become a better educator.Here are
a few to mention:Dr.Gerald Pauler (Brooks College),Professor David Hayes (San Jose
State University), Professor Michael Burke (San Jose State University), and Dr. John
Serri (University of Phoenix).
Last,but not least,my appreciation (along with my heart) goes to my wife,Renee,and my
son, Adam, for not only peacefully coexisting with my projects, but also for supporting
them.
About the Author
Dr.Paul Sanghera is an educator, technologist, and an entrepreneur living in Silicon
Valley,California.With a master’s degree in Computer Science from Cornell University
and a Ph.D.in Physics from Carleton University,he has authored and co-authored more
than 100 technical papers published in well-reputed European and American research
journals.He has more than 10 years of project management experience in the computer
industry and at research labs at CERN and Cornell. Having worked in various roles,
including director of project management at companies such as MP3.com and Dream
Logic,director of software development,and software developer,he has a broader view of
project management.He has earned several industry certifications,including CompTIA
Project+,Network+,Linux+,Sun Certified Java Programmer,and Sun Certified Business
Component Developer.Dr.Sanghera has contributed to building world-class technolo-
gies such as Netscape Communicator and Novell’s NDS.He has taught technology courses
at various institutes,including San Jose State University and Brooks College.As an engi-
neering manager,he has been on the ground floor of several startups.He has also authored
three technology books published by Apress,Manning,and McGraw-Hill.
Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1 Project Management Framework . . . . . . . . . . . 1
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Basic Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Managing Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Understanding a Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Distinguishing Projects from Operations . . . . . . . . . . . . . . . . 5
Understanding Progressive Elaboration . . . . . . . . . . . . . . . . . 6
Understanding a Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Understanding the Project Lifecycle . . . . . . . . . . . . . . . . . . . . 8
Understanding Project Management Knowledge Areas . . . . . 11
Introducing Project Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . 16
Identifying Project Stakeholders . . . . . . . . . . . . . . . . . . . . . . 16
Identifying the Stakeholder Within . . . . . . . . . . . . . . . . . . . 17
Organizational Influences on Projects . . . . . . . . . . . . . . . . . . . . . 19
Functional Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Projectized Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Matrix Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Advanced Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Probability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Project Team and Project Management Team . . . . . . . . . . . . 24
Baseline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Contents vii
Chapter 2 Initiating the Project . . . . . . . . . . . . . . . . . . . 29
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Origins of Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Understanding Project Selection . . . . . . . . . . . . . . . . . . . . . . . . . 31
Benefit Measurement Methods . . . . . . . . . . . . . . . . . . . . . . 31
Constrained Optimization Methods . . . . . . . . . . . . . . . . . . . 33
Expert Judgment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Identifying the Project Stakeholders . . . . . . . . . . . . . . . . . . . . . . 34
Developing a Project Charter . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Input to Developing the Project Charter . . . . . . . . . . . . . . . 36
Tools and Techniques for Developing the Project Charter . . . 38
Output of Developing the Project Charter . . . . . . . . . . . . . . 38
Developing a Preliminary Project Scope Statement . . . . . . . . . . . 40
Input to Developing the Preliminary Project Scope
Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Tools and Techniques for Developing the Preliminary
Project Scope Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
The Preliminary Project Scope Statement . . . . . . . . . . . . . . . 41
Obtaining Project Charter Approval . . . . . . . . . . . . . . . . . . . . . . 42
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Chapter 3 Planning the Project Scope . . . . . . . . . . . . . . 49
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Creating the Project Management Plan . . . . . . . . . . . . . . . . . . . 50
Managing Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Developing the Project Scope Management Plan . . . . . . . . . . . . 52
Input for Scope Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Tools and Techniques for Scope Planning . . . . . . . . . . . . . . . 53
Output of Scope Planning . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Defining the Project Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Input to Scope Definition . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Tools and Techniques for Scope Definition . . . . . . . . . . . . . . 56
Output of Scope Definition . . . . . . . . . . . . . . . . . . . . . . . . . 56
viii Contents
Creating a Work Breakdown Structure (WBS) . . . . . . . . . . . . . . 60
Decomposition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Output of Creating WBS . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Before and After the WBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Chapter 4 Planning Quality and Risk Management . . . . . 71
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Managing Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Planning Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Input to Quality Planning . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Tools and Techniques Used for Quality Planning . . . . . . . . . 75
Output of Quality Planning . . . . . . . . . . . . . . . . . . . . . . . . . 75
Managing Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Planning Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Input to Risk Management Planning . . . . . . . . . . . . . . . . . . 78
Tools and Techniques for Risk Management Planning . . . . . 79
Output of Risk Management Planning . . . . . . . . . . . . . . . . . 79
Identifying Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Input to Risk Identification . . . . . . . . . . . . . . . . . . . . . . . . . 83
Tools and Techniques for Risk Identification . . . . . . . . . . . . 84
The Risk Register:The Output of Risk Identification . . . . . . 86
Analyzing Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Qualitative Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Quantitative Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Planning the Risk Response . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Input to Risk Response Planning . . . . . . . . . . . . . . . . . . . . . 97
Tools and Techniques for Risk Response Planning . . . . . . . . 98
Output of Risk Response Planning . . . . . . . . . . . . . . . . . . . 100
The Big Picture of Quality and Risk Management . . . . . . . . . . 102
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Contents ix
Chapter 5 Planning the Project Schedule. . . . . . . . . . . 113
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
The Long and Winding Road to the Project Schedule . . . . . . . 114
Defining Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Input to Activity Definition . . . . . . . . . . . . . . . . . . . . . . . . 117
Tools and Techniques for Activity Definition . . . . . . . . . . . 117
Output of Activity Definition . . . . . . . . . . . . . . . . . . . . . . . 119
Sequencing Schedule Activities . . . . . . . . . . . . . . . . . . . . . . . . . 120
Tools and Techniques for Activity Sequencing . . . . . . . . . . 121
Output of Activity Sequencing . . . . . . . . . . . . . . . . . . . . . . 124
Estimating Activity Resource Requirements . . . . . . . . . . . . . . . 125
Input to Activity Resource Estimating . . . . . . . . . . . . . . . . 125
Tools and Techniques for Activity Resource Estimating . . . 126
Output of Activity Resource Estimating . . . . . . . . . . . . . . . 127
Estimating Activity Duration . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Input to Activity Duration Estimating . . . . . . . . . . . . . . . . 128
Tools and Techniques for Activity Duration Estimating . . . 130
Output of Activity Duration Estimating . . . . . . . . . . . . . . . 131
Developing the Project Schedule . . . . . . . . . . . . . . . . . . . . . . . . 132
Input to Schedule Development . . . . . . . . . . . . . . . . . . . . . 132
Tools and Techniques for Schedule Development . . . . . . . . 133
Output of the Schedule Development Process . . . . . . . . . . 138
Planning Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Input to Human Resource Planning . . . . . . . . . . . . . . . . . . 140
Tools and Techniques for Human Resource Planning . . . . . 142
Output of Human Resource Planning . . . . . . . . . . . . . . . . 144
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150