MWI PMI 2017

hygiene factors and motivators

hygiene factors and esteem factors

motivators and safety factors

hygiene factors and social factors

Baselines, improvement and other management plans

A printout from project management software

The project scope

A bar chart

Withdrawing

Smoothing

Compromising

Advertising

20

10

80

50

Final definition of project boundaries

Disposition of resources

Marketing of the project results

Administration of claims

a problem, which reduces the ability to work

nothing important and will not reduce the ability to work

a situation that occurs at least once a day

a crisis, that could stop the work on the project

400

-50

200

150

Control Schedule

Control Procurements

Close Procurements

Control Costs

Planning

Executing

Closing

Initiating

Same length as the activity it represents

Shorter than the activity it represents

Shorter than the duration of the longest activity

There is no duration

Directing

Organizing

Controlling

Withdrawing

Reporting to management

Reporting to team members

Project planning

Risk analysis

Accept

Mitigate

Avoid

Transfer

Executing

Planning

Integration

Design

Closing

Executing

Initiating

Monitoring and controlling

It increases the project risk.

It makes it easier to manage.

It makes it more expensive.

It requires more people.

The project cost estimate.

The management reserve.

The cost account.

The contingency reserve.

It reduces quality and is less expensive.

It improves quality and is less expensive.

It reduces quality and is more expensive.

It improves quality and is more expensive.

Avoid

Mitigate

Exploit

Transfer

Purchase order

Fixed price contract

Cost reimbursable contract

Time and material

Forming, Storming, Norming, Performing and Solving

Forming, Warming, Storming, Performing and Adjourning

Forming, Storming, Norming, Performing and Adjourning

Forming, Storming, Norming, Adjourning and Resolving

Bottom-up approach

Extrapolation from historical records from previous projects

Analytical hierarchy process

Expert opinion

Plan Risk Management

Perform Quantitative Risk Analysis

Plan Risk Responses

Perform Qualitative Risk Analysis

You are only progressing at 76 percent of the rate originally planned.

You are only progressing at 24 percent of the rate originally planned.

You are ahead of schedule.

You are over budget.

Control Charts

Pareto Charts

Fishbone diagram

Flow Charts

Forcing

Problem solving

Withdrawing

Compromising

may be calculated based on performance to date or estimated by the project team
based on other factors.

is equal to the actual cost (AC) plus the estimate to complete (ETC) for all of the remaining work.

is the sum of all the budgets established for the work to be performed on a project or a work breakdown structure component or an activity.

is the value of work performed expressed in terms of the approved budget assigned to that work for an activity or work breakdown structure component.

Project Risk Management

Project Time Management

Project Scope Management

Project Integration Management

Fast tracking

Analogous estimating

Nothing. Because duration can not be shortened

Create a Resource Break Down Structure

The risks that remain after planned responses have been implementes

A direct outcome of risk responses

Risks with a low priority and therefore will not be considered in further plannings

Risks that are deliberately accepted

12

4

5

6

Weak Matrix Organization

Functional Organization

Projectized Organisation

Hierarchical Organization

Detailed resource estimates

A risk management strategy

Work package estimates

The business need for the project

Project manager to the functional manager.

Functional manager to the project manager.

Functional manager to the sponsor.

Expediter to the coordinator.

The cost of quality is low.

Quality is achieved

The customer pays the minimum price.

The cost of quality is high.

Network Diagram

Risk Management

Estimating

Project charter

Project control

Communication

Technical expertise

Team building

Project updates

Organizational process assets

Stakeholder Register

Stakeholder Management Plan

What is not in the WBS is not part of the project

WBS means - Work Best to meet Schedule

Is often structured by phases

Is best presented as a graph

Lump sum contract

Request for Proposal

Cost reimbursable contract

Purchase Order

Need for association

Attainment of survival

Physiological satisfaction

Esteem

Critical path and near-critical path are the same

There can be only 1 critical path

Activities on the critical path have no buffer

A project can never have negative float