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Procurement Management Planning

In Procurement Management Planning, we plan how we will go about procuring every resource, human or material, that we’ll need to contract for in order to complete the project. We also specify the kinds contract we will use and may even draft them before we select the Vendor. If we’re asking contractors and suppliers to submit bids we identify the selection criteria we will use before the request for proposal or even sent out. This kind of detail planting protects the procurement process from the unethical and even illegal things that can happen during the procurement process. If the criteria for selecting the winning vendor is established early, it’s very difficult for people of the organization to try and change those criteria to the benefit of a friend or acquaintance.  Similarly we didn’t five the skill sets in the people we’ll be on the project team.  With all of these decisions made before we begin to execute the project plan we are much more efficient and have better making decisions on the fly as we purchase things.

This is a lecture video on Procurement Management planning by Dick Billows, PMP. The is also a Project Manager in Action Video written and produced by Dick that shows you have Project manager project sponsor and team working to develop their procurement management planning. You’ll see them negotiate with vendors and acquire people for the team from other departments in the organization.

Lecture Video

Project Manager in Action Video

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Project Charter Development

Project Charter Development happens during initiation.  The project charter is presented at the end of the initiation and reviewed and hopefully approval by management. That approval authorizes the sponsoring project manager to begin detailed planning and to make use of corporate resources in that process.  That’s not a go-ahead started project would rather to start the planning.  The project charter includes at least the high-level scope, high-level risks and it appoints the project manager.  The charter also can include estimates of the amount of resources and time which the project will take as well as explanation of the assumptions that are behind the scope of the project and the constraints that it faces.  A good charter triggers a lot of discussion and occasionally conflict. But it’s much better to find out during initiation that some departments won’t lend you resources than after your 30% finished.  Charter is a very useful device for avoiding surprises by surfacing potential conflicts at the beginning of the effort.

This is a lecture video on Develop Project Charter by Dick Billows, PMP, from the Initiation Process Group and the first process in the Integration Knowledge Area.

Lecture Video

Project Manager in Action Video

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LECTURE Plan Stakeholder Management

In Plan Stakeholder Management we identify how we’ll manage expectations, engage and monitor stakeholders for the project.

This is a lecture video on Plan Stakeholder Management, from the Planning Process Group and the second process in the Stakeholder Management Knowledge Area.

Lecture Video

 

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Lecture Risk Monitoring

During the process of controlling our project risks, we will regularly review the identified risks to identify new risks, reassess our originally identified risks and to close at risk that are no longer relevant to the new project. Each of these actions is documented in the risk register and is thus available for any change requests that need to be made to add or eliminate our risk responses from the risk management plan.

Project Manager in Action Video

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Lecture Validated Deliverables and Verified Deliverables

When a deliverable is complete it goes through a two-step process. First, quality control staff members will compare the final deliverable to the quality metrics developed during quality management planning. If there are discrepancies, the quality control staff will submit a change request asking for a defect repair to eliminate the discrepancies with the quality metrics. When the deliverable meets those standards, it becomes a validated deliverable.

At that time, the project sponsor and/or stakeholders go through their scope verification process to test the deliverable against requirements they identified during Project Planning. When the deliverable meets that test, it becomes a verified deliverable.

Watch this video where the quality control staff members compare the deliverables to the quality metrics.

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LECTURE Develop Project Management Plan

The project management plan includes all the management plans for each of the knowledge areas.  It tells us how we will manage the project.

This is a lecture video on Develop Project Management Plan, from the Planning Process Group and the second process in the Integration Knowledge Area.

Lecture Video

Project Manager in Action Video

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How To Do 3-point Estimating

It is worth learning how to do 3-point  estimating as it is by far the best technique for developing estimates with your project team members. It is called three-point estimating because the team member provides their pessimistic, optimistic and best guess estimates for their deliverable. PERT stands for Program Evaluation and Review Technique. This estimating technique is a best practice because it gives project managers three benefits:

  1. Increased accuracy over one-point estimates
  2. Better commitment from the project team members because the estimate considers the risk in the assignment
  3. Useful information on the risks of each tasks.

3-point (PERT) Estimation is a Three-Step Process

1. We work with the team member assigned to each task to identify both the positive and negative risks involved in their task. Negative risks are the things that could make it take longer and the positive risks are the things that could make it take less time.

2. Then we ask the team member to make three estimates. The first is a best guess (BG) which is the average amount of work the task might take if the team member performed it 100 times. The second estimate is the pessimistic (P) estimate, which is the amount of work the task might take if the negative factors we identified do occur. Last, we ask for an optimistic (O) estimate, which is the amount of work the task might take if the positive risks we identified do occur.

3. We do some simple mathematics with the three estimates. We calculate the mean and standard deviation using the three-point (PERT) estimation formulas: (O + 4BG + P) ÷ 6= the weighted mean and P-O/6 = the standard deviation (used for calculating probabilities). The weighted mean estimate from the three estimates the team member gave us is the one we use for their task. It reflects the amount of risk in the task and the severity of the impact of the optimistic and pessimistic risks.

By having this discussion about the risks in the task, we give the team member an opportunity for input into the estimating process. We also go way beyond the game-playing that typically surrounds making an estimate of a single number. Typically, team members are thinking about that single number and padding it as much as they possibly can. They know from experience that the project manager will probably cut it arbitrarily. That’s clearly not the way to get good estimates.

When we use the 3-point (PERT) estimating technique, we record all three estimates in the work package as well as the positive and negative risks that we identified. We’re clearly communicating to our team members and the project sponsor that the estimates are not 100% certain. There are risks we have considered that could affect the amount of time the task will take. That approach removes some of the team members’ uncertainty (and often fear) that is associated with the estimating process.

How to do 3-point Estimating Summary & Video

The 3-point (PERT) estimation technique gives us better data because we’re explicitly considering risks. We also learn about the risks of a task early in the process from the person who will be doing the task. That gives us the opportunity to take corrective actions before we start work. That increases the likelihood of the good risks and decreases the likelihood of the bad risks.

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LECTURE Create WBS

Once we have the scope statement and major deliverables identified, we decompose the scope statement into the work breakdown structure.

This is a lecture video on Create WBS, from the Planning Process Group and the fourth process in the Scope Knowledge Area.

Lecture Video

Project Manager in Action Video Create WBS

 

Project Manager in Action Video Decomposition