Student: Austin Simonis

Austin was in his senior year of completing his Bachelor’s degree at the University of Wisconsin-La Crosse while he took this program on his college winter break. He had ambitious goals (which you can see to the right) for a college student. And in his program evaluation, he had this to say:

Signing up for this program was the best decision I’ve made in my college career. From the start of the program Kay and Frank worked together to fully understand my learning objectives and tailor the program to exactly what I needed. Being that I was studying for the CAPM, I wasn’t the average student they were used to working with. I had little to no real-world experience and a beginner level knowledge of the PMBOK. I was pretty nervous going into it because of my lack of knowledge, however, with the tailored program and the phenomenal guidance of Frank as my instructor I didn’t feel rushed or pressured. Coming out of the program I feel 10x more confident than I was before. If you are a college student looking to invest in your future I would highly recommend this program! 

Selected Instructor:

The student selected Frank P. Saladisas his instructor for the following reasons:

  • Reputation
  • Availability during weekdays
  • Professional speaking and instructional experience
  • Having read many of the instructor’s books

Update added in March

Austin provided this case study immediately upon program completion Feb. 5, 2017.  In March he recontacted us to say that he landed a project management position with an IT Consultancy firm, that he will be starting immediately following his graduation from college in May. Having this program on his resume, and having knowledge about project management that he was able to demonstrate in his interviews, made a very positive impression.

Program Overview

Start date: Dec. 20, 2016
End date: Feb. 5, 2017
How were the sessions conducted? Via GoToMeeting (all virtual)

Student Learning Objectives

  1. Develop my leadership capabilities to enhance my qualifications for future career opportunities.
    • Management comparisons with leadership
    • Review of key learnings this past semester
    • Career strategy planning. Where will the be opportunities lie in the future? What matches values, strengths, and interest? Timing. Networking and connecting. Branding and marketing to be as attractive to the best opportunities.
  2. Strengthen my knowledge of project management and enhance my managerial and organizing  skills
    • Self awareness: strengths and weaknesses
    • Strategies for knowledge of project management are clearly outlined for you as you prepare for the CAMP
    • What are good strategies for enhancing managerial knowledge?
    • What are good strategies for enhancing organizing skills?
    • Generational influences
  3. Improve my personal brand by preparing for and qualifying to successfully achieve the PMI CAMP Certification
  4. (Touch on) The study of generational gaps in communications in project management teams.

Student Learning Log

Date Learning Log/activities Questions/Notes to discuss in next session
12/23/2016 Read chapters 1 to 2 in the pmbok guide – 2.75 hour. Can you have a portfolio without having programs? Ref 9
Better explanation/examples of Project Governance? Ref 34
Is a sequential relationship like a discovery project? Ref 42
Look at Life Cycles on p 38-46 again
12/24/2016 Read chapter 3, Appendix on Interpersonal Skills, & Glossary in the pmbok guide – 2 hour. Examples of Organizational Process Assets? Hiring policy, change control process, qualified seller list, process for selecting sellers / contractors
Is there a book for Product-oriented processes? PMBOK states it is not covered in the PMBOK – There is a “PRODBOK and other documents that focus on product development.
12/26/2016 Session #1 No dumpsheet time at the beginning of the exam
In the notes/Qx put key items from readings, what you got out of the reading, Importance of some of the topics, brief overview of key points, et.
Challenge Frank’s idea…collaborative effort to strengthen both my understanding of PM and Frank’s understanding of millennials
CAMP is a support role to the PM
For CAMP establish a familiarity of the tools, lingo, processes, knowledge areas, and how to apply them.
CAPMs take meeting mins, follow up on action items, update documents, etc. The CAMP supports the PM by researching and gathering information, providing supporting documentation during meetings, assisting the PM in resolving issues, following up on status, etc.
12/27/2016 Completed Topic 1 & 2 of the online program – .75 hours Project Process Groups…Initiating, Planning, Executing, Closing, Monitoring and Controlling (overarching while project is active)
Read pgs. 1-72 in the pmbok guide – 1.75 hour Operations are ongoing and repetative, whereas Projects are temp, have a beginning and end, and are unique
Total course time = 2.5 hours All correct on Test your knowledge in “Project or Operations” PPT
Organizational Project Management is OPM
OPM3 (Management Maturity Model) is a PMI model for measuring OPM
Why is OPM above Portfolio Management in the stacking excursive?
OPA is Organizational Process Assets – Further discussion! These are processes and polices specific to an organization – example: process for employee appraisals, promotion policy.
EEF is Enterprise Environmental Factors
12/28/2016 Read Ch 5, 6, 7, 8 Ch 5
Total course time = 6 hours Completion of scope is measured against requirements
Scope mgmt plan key benefits are guidance and direction of scope
ITTOs = Inputs, Tools & Techniques, Outputs
Project charter is the basis for scope management plan
Is the requirements management plan a live doc? Ref 110. This is a subsidiary plan and is subject to changes and updating.
Interview stakeholders to better understand their ideas, input, etc.
WBS dictionary is unique to the project and project team, correct? The WBS dictionary is a supporting document to the WBS and provides more information about WBS items
Ch 6
Does expert judgement trump PM intuition? The PM will use expert judgement as a basis for making many decisions, and relies on the experts (generally the technical experts) to provide key information and guide how work is performed.
Example of rolling wave planning? The PM and team will plan work that is scheduled to be done soon, in detail. Future work is defined at a higher level.  For example, suppose you expect to complete the project in eight months, but only have clarity for the first three months: You would plan only for those three months. As the project progresses and you gain more clarity, you would then plan for the remaining months
Will estimating and equations be covered more in depth the later in the sessions? Yes, in planning cost and schedule and in monitoring and controlling.
Ch 7
Accuracy level + or – 10%
How much does the condition of the market impact a project?
Further explain Analogous Estimating? Ref 204
Further discuss three-point estimating? Ref 205 – Will there be excursuses I can work on in later sections?
EVM, PV, AC, and EV
Variance Analysis
CV = EV – AC
SV = EV – PV
Ch 8
CAQ = Cost Of Quality
Project Management Plan is used to develop the Quality Management Plan
7 Basic Quality Tools!
Quality Metrics – how it will be measured
12/29/2016 Read Ch 9, 10, 11, 12 Ch 9
Total course time = 5 hours HR Management
Organizational Chart
Responsibility Chart
Role Description
RACI Chart
Team Management
Ch 10
Communications Management
Don’t meet unless you have something to meet about. Thoughts on this statement? Use the teams’ time wisely. Meetings are expensive.
Ch 11
Risk Management
All risk…risk management applies to all aspects of PM
Probability and Impact Matrix
Avoid, Transfer, Mitigate, Accept
Exploit, Enhance, Share, Accept
If you don’t plan for risk you plan to fail
Ch 12
Project Procurement Management
Look at OPAs more
Make – or – Buy Analysis
Contract management
12/30/2016 Session #2 Project Governance – Includes and is guided by OPAs, PMO usually sets up OPAs and structure for how PM is done within an org
Workbook Feedback Kay – Docs about governance on how Mayo governs their projects (Kay to email me those docs/info)
Update Learning Log OPAs – Specific to the org, developed by the org
Read CAMP Manual more in depth
Plan = Guide for project…Gives direction, Plans are always subject to change
Live Doc a common term? Yes
Continuous Improvement Cycle
WBS Dictionary…MSP – top of attributes box – notes – change appearance to a word-like doc
SME & PM – Work Together…no ‘trumping’ one another…SME – technical side of things …PM – people side of things
SME Interviews – Use their input if your get their input, Keep the Big Picture in mind though
Rolling Wave Planning – Hiking, mid summer, you’re hot, you see a clearing with a watering hole, “Do you jump in right away?”, NO, “Why?” dangers lack of info on what is in it etc, Don’t jump into something without doing research first! Plan to a checkpoint, detail near-sight plan, overview/vision far-sight plan
Mayo – Phased planning with built-in Rolling Wave Planning (associated with Progressive Elaboration)
Frank – Look into how much do I need in regards to formulas and calculations for the CAMP Exam. A Basic Understanding of the EVM formulas, Comm. Formula, CPM method, NPV is required.
Meetings – PAL (Purpose, Agenda, Limitations) Always focus on meeting efficiency and productivity.
Clarity – EPMO Standards Status Report Reference Guide (Kay will send this to me)
Mayo Interview – 3 Shields…Clinical Care, Education, Research (LOOK INTO THIS)
Low importance on knowing the Gurus of PM
1/4/2017 Completed Topics 4 & 5 of the online program – 2 hours Topic 4:
Completed workbook exercises 34 through 51 – 1 hour Opportunity Cost – What you forgo in order to do something else (ex Studying for CAMP/leisure time)
Read chapters 4 to 5 in the pmbok guide – 1 hour. Only consider CFs that are a direct result involved in the project – A causes B – CFs involve inflows (revenue and gains) and outflows (Costs and expenditures)
Total course time = 4 hours Sunk costs – Irrelevant for making decisions about the future of the project and moving forward. Sunk costs are considered no recoverable. Lessons learned can be derived from sunk costs (in connection with risk planning)
Are sunk costs use to predict? In reference to lessons learned and risks.
CFs ALWAYS looked at on after tax basis –  NPV is determined on after tax basis. Tax is actually part of the cash flows.
NPV ($)…uses TVM…NPV > 0 Return, accept…NPV < 0 Lose, reject…NPV = PV of future CF – Initial Outlay
Interest Factor = (1 + r)^n, where n = # periods
ROI…or IRR (%)…Uses TVM
Benefit/Cost Ratio (% or Ratio)…Doesn’t use TVM
Payback Period…or Break Even Point (Years/Date)…Doesn’t Use TVM
IRR…Must be greater than cost of $, or hurdle rate (What is a Hurdle Rate?) The rate (ROI) established by the organization that will determine if a project will be accepted, for the project to be a good investment…The higher the better…Used to compare projects to one another
What is CFRR (Cash Flow Rate of Return)? Not explained on IRR slide.  CFRR when researched on google is explained the same as IRR.
Benefit/Cost Ratio…Equals ratio of benefits to costs for an investment for a given time period
Initiating Process – 2 processes…Develop Project Charter & Identify Project Stakeholders
Chartering a Project: Ensures project justification and that it is tied to strategic goals, Foundational understanding of customer reqs., Statement of Work (SOW)
SOW -> What the customer wants to have done -> Leads to contract -> Leads to Charted
When the charter is signed the project formally exists. This is a key aspect of chartering a project
Typical Project Charter Content: project purpose, high level overview of reqs., business needs, initial milestone schedule, initial/proposed budget
4.1.1 – SOW comes from outside customers
Memorandum Of Understandings (MOUs) or Service Level Agreements (SLAs)
Page 393 – 13.1 – Read!
Salience Model – Differentiating/Identifying Stakeholders
Topic 5:
Every project plan is a doc, but not every doc is part of the project management plan
Typical performance measurement baselines: Schedule, Scope, Budget
Project Plan is a living doc
1/6/2017 Session #3 Reviewed log entries. Discussed project selection, NPV, IRR, SOW, SUNK Costs, Opportunity Costs, Purpose of the charter, the inputs to the project
Update Learning Log charter process. Reviewed workbook entries. Noted that project charters will be different depending on organizational policy. Discussed the
Stakeholder Grid and Salience model. Briefly reviewed items to be studied prior to session 4.
Great progress in completing course material and exercises.
Note: Review the log entries and identify all time spent online with the course material and quizzes. Total all actual online time and note that time
in the learning log – for credit toward PMP / CAMP exam hours.
1/8/2017 Completed Topic 6 of the online program – 1.25 hours 6.1
Completed workbook exercises 52 through 74 – 1.5 hour Plan Schedule Management: Identifies scheduling method and tool that will be used in you project. Ref 144
Read sections 6.1, 6.2, 6.3, 6.4, 6.5, & 6.6 in the pmbok guide – 1.25 hour Project management software is an EEF
Total course time = 4 hours OPAs include templates
Analytical Technique – Summary term…Critical Path Method, Critical Chain Method, What-If Analysis, Resource Optimization Technique
What is used most ^ ? CPM is the most common scheduling technique. Critical chain may in in use in some organizations. Refer to the Theory of Constraints – Goldraith
Ref 148 & 149 for what goes into a schedule management plan
SWAG means what? Stupid Wild Ass Guess? Scientific Wild A– Guess. A common form of estimating
Organizational Procedures Links: provide consistency with the way your org develops the WBS, network diagrams, and other planning docs
Schedule management plan will have format and frequency
Terms from workbook in 6.1 – Review
Define activities: Involves identifying and documenting the specific work that is planned to be performed
Activity list: Comprehensive list of scheduled activities
Activity attributes: Name, activity ID, WBS ID, predecessor activities, logical relationships
Apportioned Effort, Discrete Effort, & Level of Effort (LEO) -> Discuss/Examples? Discrete – An activity that can be planned and measured and that yields a specific output. Discrete Effort is the work that can be directly associated to a Work Breakdown Structure (WBS) component or a tangible product or service. It can be directly measured and hence also known as Measurable Effort. Apportioned Effort is work that cannot be directly associated to a WBS component or a project deliverable. The term ‘apportion’ means to divide or share. Apportioned Effort has a direct and supportive relationship to the Discrete Effort and the value of the apportioned effort is proportional to (a certain percentage) or the discrete effort that it supports.

Examples of Apportioned Effort include quality assurance and inspection activities. Level of Effort is a support-type project activity that does not produce tangible outcomes that can be measured objectively.

Examples of LOE include project management, management, seller or customer liaison, project cost accounting, maintenance of equipment, and administrative work to support projects.

Examples of Discrete Effort are the effort to build a piece of software, or design a building, or to create a product manual or a (deliverable) report.

Precedence Diagramming Method (PDM) and Networking Diagram – Interchangeable
Dependency determination: Mandatory, Discretionary, and External – Examples?
Finish-to-Start…Most common
Lead (-) accelerates the activities start….How? Explain?  The activity start time is accelerated by overlapping the predecessor finish. Basically fast tracking
Lags (+) shows a delay…Explain?
Hammock = Group of related activities reported as on – interchangeable is Summary Activity
Hanger = an unintended break in the network path…How do you fix Hanger Activities and keep the project on track without losing (too much) time and money?
Resource Breakdown Structure (RBS) has a similar structure to the WBS – The RBS is arranged by resource type  – Engineer, Developer, Programmer etc.
Estimate activity durations: Assessing the number of work periods (What are work periods?) needed to complete individual activities with estimated resources
Analogous Estimating – Uses previous similar project for estimation
Parametric Estimating – Uses quantitative measurements to create time estimates
Three-Point Estimating – PERT (Program Evaluation and Review Techniques (Weighted and Unweighted – When would you used unweighted?)
3 Estimates…Optimistic (tO), Most Likely (tM), and Pessimistic (tP)…Key Outcome: Expected Duration (tE)
Recourse Analysis….Contingency Reserves & Management Reserves
Develop Schedule: Determine the planned start dates and planned finish dates for all project activities
Projects may have multiple resource calendars
CPM = Critical Path Management
Contingency Plan – Further discuss? When I think about it I think about it as the plan behind the plan, like a safety plan almost? Contingency plan is used when a risk event occurs. The goal is to mitigate or avoid risk events but if they occur you need a contingency to deal with it (example – used of resources that are held in reserve)
CPM or Critical Chain Management – What is used more?  CPM..Parkinsons rule – Work expands to meet the time given
Parkinson’s Law: “Work expands to fill the time available.” Explain?
What is ‘Student Syndrome’? Waiting until the last minute to do assigned work
Resource Leveling – Lengthens what is already scheduled, spreads our work due to team member constraints. Ref 179
Resource Smoothing – Doesn’t lengthen schedule, only delays activity within the  float, optimizes resourcing
Monte Carlo Analysis – Not needed to know for PMP…Is  Monte Carlo Analysis used in PM anymore? Yes. Be aware of what it is. It is used on many very large complex construction and aerospace projects.
Gantt Chart Pros: Easily displays work completed to date, Good for smaller projects ( Can it be used on medium and large projects?), Good to use in status reports
Gantt Chart Cons: Dependency relationships not shown – shown in today’s software but the main function of the gantchart is display of the schedule and work progress.
Milestone schedule can be in a listed format
1/13/2017 7.1
Completed Topic 7 of the online program – .75 hours Plan cost management: Provides guidance and direction for how the project costs will be managed, Determines the approach to managing project costs, Establishes the cost-related policies and procedures that influence our projects
Completed workbook exercises 75 through 79 – .5 hour 7.2
Read sections 71. & 7.1 in the pmbok guide – 1 hour Analogous Estimating is Top-Down Estimating. Sometimes referred to as “ball park” estimate. Not considered to be reliable. It is basically a starting Point.
Total course time = 2.25 hours CE = Cost Estimated = (P + [ML*4] + 0) / 6
 Is Expected Duration (tE) and CE the same thing?  tE is the expected duration o the activity. Ce is the estimated cost of the activity, tE and cE are elements of an activity
Look at PMBOK -> Cost of conformance and cost of nonconformance in regards to Cost Estimates. Cost of conformance and cost of non conformance should be considered when developing the project budget. There will be a cost to train people, inspect products etc. Cost of non conformance addresses the costs associated with scrap, rework and repair.
Vendor Bid Analysis: Review of a bid to derive details that will support the actual bid…Method in which you project will examine and determine the vendor options…Cost comparison is usually a primary criteria…Is the Vendor Bid Analysis the same as a Weighted Score Card? A weighted decision matrix can be used to determine the score of each vendor based on several different criteria. Vendor bid analysis is used to determine if a bid is “fair and reasonable”
1/17/2017 Session #4 Clarify Frank’s notes in lines 131 & 132 of Austin’s Learning Log
Program/Workbook Feedback Differentiate all actual online time  including quizzes from any reading, study, research, and workbook exercises
Example – Completed Topics  1,2,3 of the online program – 2 hours
Completed workbook exercises ___ through ____  1 hour
Read chapters ___ to ___ in the pmbok guide – 1 hour.
Total course time = 4 hours
Reviewed the learning log, provided explanations in response to posted questions. Additional supporting comments posted in red.
Continued excellent use and documentation in the learning log. Reviewed all agenda items for session 4. Reviewed upcoming topics of risk, quality, and procurement. F.Saladis
Analytical Techniques – used most CPM, but varies with the organization
Critical chain management – dropped off a bit…no one usually uses it …”the ASAP approach” -Frank
What-If analysis…Used in risk analysis most
Resource optimization…the right resources in the right place at the right time…level 3 programmer doing level 1 programmer work is not allocation resources effectively
WBS- Corner stone of all planning…Idea of the complexity of the project
Portioned effort – Not with a specific task
Discrete Effort – Specific task
Level of Effort (LEO) – what it takes to get something done…old house lots of effort…new house lots of tasks, not much effort
Lead – Accelerates when we are doing the activity…Lead is a form of fasttracking…see notebook
Lag – Elapsed time…Example: pouring concrete…Cant drive on it until it is fully cured, so we add lag time to the schedule
Hanger – No successor…Will be flagged by PM software
Analogous estimating – similar/associated with SWAG
BONSOP – Back Of Napkin Seat of Pants
Unweighted – Averages…Weighted is used a lot more  – Weighted avg estimate is more reliable
Estimates based on average will be wrong, on average
Parkinson’s Law: “Work expands to fill the time available.”….Think procrastination
Know monte carlo – Computerized tool that requires data from the project that will run the project scenario a ton of times to help make the best estimate possible…used in highly sophisticated and complex calculations (i.e. – shuttle launch)
Gantt chart primary function – display schedule and show progress
Network diagram primary function – Show dependency
1/19/2017 Completed Topic 8 of the online program – 3 hours 8.1
Completed workbook pages 80 through 101 – 1 hour Cost of Quality (COQ) – 2 sides… 1) Above water prevention costs… 2) Below water line cost of failure… Explain?  Tip of the iceberg, unseen costs. Above water line – obvious activities. Below waterline : not obvious, not always seen,
Read sections 8.1, 9.1, 10.1, 11.1, 11.2, 11.3, 11.4, 11.5, 12.1, & 13.2 in the pmbok guide – 2 hour. Cost of good quality: Cost of conformance. Also referred to as “first time essential costs” Include design reviews, feaibility studies etc.
Total course time = 6 hours Cost of poor quality: Cost of nonconformance
Overview of gurus – Come back to Gurus
Quality management plan: It should describe how the project management team will implement its quality policy
ISO 9000? What is it? International Organization of Standards – An audit of an organization to determine if quality processes are in place and actually practiced
7 Basic Quality Tools:
Cause and Effect Diagrams: Illustrating various causes and sub-causes that relate to create potential problems…5 Ms. = Manpower, Machine, Methods, Materials, Measurements…4 Ps = Plant, Policies, Procedures, People…Do C&E diagrams always look for defect? Ever used to set goals?
Process Flowcharts: Show various elements of a system interrelate
Pareto Diagrams: Vertical bar chart that shows the causes of issues or quality problems arranged from biggest contributor to the least impactful…80/20 Rule = 80% of the problem stems from 20% of the project  (20% of the causes) Parteto charts display informtaion from  most to least occurence
Histogram: Statistical distribution
Control or Run Chart: Track repetative activities…In PM status reporting it can measure costs and schedule variances to help determine whether the project management process is in control – Not really used for identifying cost issues) Conrol charts display the performace of a process and are used to indicate where variance are occurring and to determine if corrective action is necessary.
Control Chart Terminology: Common Cause = Ever present factors…Special Cause = Caused by events that are occurring outside the process…These two different causes require different approaches to deal with them. Special causes are those that introduce variance into a process and must be investigated to determine the source.
Rule of 7: 7 or more data points in succession falling above or below the mean is cause for concern for the process. A run indicates that an assignable cause can be found and the process must be investigated to identify the cause of the run.
How do we gather data? Through testing and research
Interpersonal: Relationships among different individuals  – Appendix X3 PMBOK  Leadership is not a process! Kay Wais
Technical: Relationships among different technical units
Organizational: Relationships among different organizational units
RACI = Responsible, Accountable, Must be Consulted, Must keep Informed
Is a RAM and a RACI the same thing? Yes, a RACI is one form of a RAM
RAM best practices…Have one R for each activity…Empty cells are okay…Try to use as many ‘C’s and ‘I’s as possible (Why?) Should really say – use as many C’s and I’s as is necessary to ensure all appropriate parties are involved. …Don’t put more than one letter in one cell 
Communication is 90% of PM = PMs usually spend 90% of their time communicating
Communication tech is determined by: Urgency of the need for info, Availability of Technology, Ease of use, Project Environment, Sensitivity and Confidentiality of the info
Communication Channels Formula = ( n ( n – 1 ) ) / 2
Push Communications: Mass distribution when time is a constraint, when something needs to be told
Pull communications: Requires recipient to access the info at their own will
Interactive Communications: Insuring understanding, quick feedback
Review PREZI on Flow of Project Risk
Risk Syntax: Because of <cause., <uncertainty> may happen <timeframe>. That may cause <effect> on <project objective>.
Risk = An event or condition that if occurs has a pros or neg effect on the project
Known Knowns, Known Unknowns, Unknown Unknowns
Triggers = Early indicators that the risk event may be starting to occur or is becoming more likely to occur
Imagine your project has failed…Why did it fail?  Back Up Fall back. Plan A is the original plan, Plan B is the contingency or back up, Plan C is the Fall back plan.
Document the CRAIDL…Constraints, Risks, Assumptions, Issues, Decisions, Lexicon (Gassa’s Guide to Practical Project Management, By Gary Nelson)
Risk data quality assessment: Helps us judge if the risk as we identified it is understood…Explain?
Data gathering and representation techniques: Interviewing & probability distributions
Sensitivity Analysis – Tornado analysis…Shows the risks sorted from that having the greatest impact to the least impact
Expected Monetary Value (EMV) Analysis…Drawn like a decision tree…Probability x Outcome = EMV
Positive and Negative Risk Responses  Avoid Transfer Mitigate Accept – Exploit, Enhance, Share
Cost reimbursement: Contractor is paid for all materials and extra for profit ( there is a fee for the service)
Fixed price
Time and Materials (T&M): Hybrid of Cost Reimbursement and fixed price
Cost plus fixed fee (CPFF): Needs to deliver the product within the est budget. If more time/material is needed – no additional money given
Cost plus award fee (CPAF): Example? The contrcator agrees to be reimbursed for all costs but the fee paid by the buyer depends on the buyers subjective assessment of the contractors work.
Firm Fixed Price (FFP): Seller at biggest risk, but also has biggest potential profit…also known as lump sum contract
Fixed Price incentive fee (FPIF): Cost incentives, performance incentives, delivery incentives
Contract Plus Incentive Fee (CPIF): Max ceiling and Min floor price cap programs
Not many PMs deal with procurement management? Why? Is there someone else that takes care of this? For very large projects the PM will be involved. In may organizations the PM is not assigned until after the contrcat has been signed
What is Google Circles? Diagrams, how people are connected
Seek advice of your advocates
Engage with your critics
If you have real enemies, do not dismiss them, but do not focus all you attention on them either
1/20/2017 Session #5 Reviewed the learning log in detail. Discussed Cost of Quality, the pareto diagram and 80/20 rule. Significant discussion about the importance of interpersonal skills. Discussed the many aspects of communications and its importance in the project environment. Reviewed key aspects of risk management and procurement. Explained the basic use of the control chart and emphasized the need to be able to determine which of the quality tools would be used for a specific situation. Remember to focus on what a tool is, how to identify the tool, what it is used for.
Very thorough learning log. Great progress. Must review all online hours and adjust PMP hours.
Pay a little up front to prevent the problem or pay a lot once the problem occurs
Above water line -> visible things -> Ice berg…Duck analogy
He who has the task gets to decide how it is done -Kay
International Organization of Standards = ISO…Looks at the process not necessarily the product
Flowcharts have feedback loops…Gert…Decision Boxes
Rule of 7 needs 21 data points to make the data significantly relevant
Random or normal cause – creates some variation in the data points in a run chart
If there is a rune -> look for the assignable cost
Upward or downward 7 data point trends should be looked at too
When to chose which tool? When looking at questions based on the 7 basic quality tools
Look at organizational types: Projectized, Silo, Matrix
YouTube -> Business meeting – Computer Associates
1/23/2017 Completed Topic 9 of the online program – 2 hours 4.3
Completed workbook pages 102 through 116 – 1 hour P 79 Ref
Read sections 4.3, 8.2, 9.2, 9.3, 9.4, 10.2, 12.1, & 13.3 in the pmbok guide – 1.5 hour 8.2
Total course time = 4.5 hours Ref 242 Perform Quality Assurance
QA includes audits…Audits are not always bad!
QA should be performed throughout the project
P 246 8-10 7 Quality Management Tools
Affinity Diagrams…Post-It notes, Categorizing ideas
Process Decision Program Charts (PDPC): Analyzing steps
Interrelationship Diagraphs: Shows 50 relevant items, Arrow points to the effected. (When do we use Interrelationship Diagraphs?)
Prioritization Matrices -> Weighted score card?
Matrix Diagrams…Are those universal symbols?
Acquire project team…process is secific to the organization
Multi-Criteria Decision Analysis … When do we use these? Example?
Team Development
2 Aspects: 1) Enhance the ability of a team to function as a team. 2) Enhance the ability of stakeholders to contribute as individuals
Recognition and Reward…How much is too much? When and how do we recognize the efforts of the team? How do we not isolate team members?
Conflict Management
Withdrawing/Avoiding – When/Why?
Forcing – When/Why?. Generally forcing is a last resort but sometimes a decision must be made without dialog of input from several parties.
Collaborate/Problem Solve
Review later !! Maslow’s Hierarchy, Herzberg’s 2 Factor, Management Theories, Vrooms Expectancy
Power types: Formal/Legitimate, Reward, Penalty, Expert, Referent
Run Effective AND efficient meetings
Facilitation is a necessary skill
Documents: RFP, RFQ, Invitation for Bid (IFB) or RFB, Invitation for Negotiation (IFN)
Bidders Conference – Example? The client / buyer invites potential bidders to a conference where questions are asked and all contrcators receive the same information.
Types of Contract Bonds: Bid Bonds, Performance Bonds, Payment Bonds (Example of each?) A bid bond is a debt secured by a bidder for a construction job or similar type of bid-based selection process for the purpose of providing a guarantee to the project owner that the bidder will take on the job if selected. A performance bond , also known as a contract bond, is a surety bond issued by an insurance company or a bank to guarantee satisfactory completion of a project by a contractor. A job requiring a payment and performance bond will usually require a bid bond, to bid the job.
Ref 378…Add Retainage to the list…A portion of the contract price that is withheld until completion. I like this idea. Holds people to their word!
Manage stakeholder Engagement
Understand expectations of both parties
Always keep your word and deliver!
Communicate proactively
1/26/2017 Completed Topic 10 & 11 of the online program – 1.75 hours 4.4
Completed workbook pages 117 through 135 – 1 hour Monitoring: Process of tracking, reviewing, regulating a process to meet the performance objectives defined in the plan
Read sections 4.4, 5.5, 5.6, 6.7, 7.4, 8.3, 10.3, 12.3, 13.4, 4.6, & 12.4 in the pmbok guide – 1.25 hour. Actual Performance compared to PM plan
Total course time = 4 hours Performing change control…Enforcing integration change management plan
Ref 99
Change control board (CCB): Reviews, and accepts/declines change requests or asks for more info
Change Formality: Can be overdone and underdone…How do you make sure its done right?  This requires input from the team and the sponsor. It is usually refined over time and lessons learned.
Control quality and validate scope are similar, but not the same thing
Control quality comes before validate scope
Deliverables are marked as complete after validate scope because it ensures the deliverable is of quality and is complete and accepted
Scope creep: Unplanned work that in most cases generates time delays and additional costs
Control Schedule
Free Float: Bottom center, Amount of time an activity can be delayed w/o delaying the early start of any immediately following activities, is only about the subsequent tasks not the overall path float, can only occur when 2 or more activities share a common successor
Total Float: How much a task can slip before it delays the project
Dependencies: Hard (mandatory) & Discretionary (soft)
Ref 218-219 Earned Value Terms
PV: What was scheduled to be done
AC: What the work performed actually cost
EV: What was actually done (earned) according to the plan. EV means “the budgeted cost of the work that has been performed
Come back to matching exercise
Manual Estimate at Completion (EAC): The most common EAC forecasting approach is a manual, bottom-up summation by the project manager and the project team.
How do you know which EAC equation to use? The three formulas described in the PMBOK Guide – 1st formula – this is an optimistic formula and requires extensive risk analysis, the scond formula is most common, Third formula is a pessimistic view.
Control Quality
Memorize sigmas/Standard deviations
Producers Risk: Probability of rejecting a good lot (Alpha or Type 1 Error)
Consumer Risk: Probability of accepting a bad lot (Beta or Type 2 Error)
Control Communications: Ensuring the information needs of the stakeholders are met
Key benefits: Ensures an optimal communication flow between all participants at all time
Control procurements: Managing procurement relationships, managing procurements performance, and making changes to contracts as needed
Control Stakeholder Engagement (ref 410)
PMs need to be flexible! 🙂
Collect lessons learned from projects and phases
Formally end the project and release resources
What do you do with outside suppliers in the closing phase? Perform a review of their worl. Process payments.
What final payments will there be once the project comes to a close? Paymemts from the buyer, payments to sub contractors, any permits or certificaton fees.
1/27/2017 Session #6 Thermo Fisher
When beginning w/ an org get a feel for the upper level leadership and what its like to be a part of the org
Frank – Opportunity…Webinar, paper, Global Congress…More details to come
Interrelationship diagraph bring to light the relationships between items that might not be seen by on a flowchart
1/30/2017 Practice! Review Notes
Reread and revisit PMBOK for notes and review
CAPM Exam Prep by Rita Mulcahy
Practice Quizzes in Topic Areas
2/1/2017 Practice! CAPM Exam Prep by Rita Mulcahy…Read…Practice exams
2/5/2017 F.Saladis
Reviewed entire learning log. Verified completion of 56 hours to achieve the certificate. 17 hours earned for PMP exam requirement of 35. These hours do not expire. Recommendaton – Keep track of all additonal formal course hours associatd with project management to achiece he 35 hiur requirement. Consider  taking the PMP exam when you have accumulatd the reuired experience.
The program has been completed.
Excellent log entries. This is a model learning log.