Section Overview: Managing the Project Scope Project scope management is one of the most important knowledge areas because without the scope, what are we doing in a project? We need the scope because it sets the vision for what the project is going to create. It’s how we move from our current state to that desired future state. So in this section, we’re talking about chapter five in the Pmbok I 6th edition on project scope management. A lot of important things to talk about. In this section, we’re going…

Section Overview: Project Stakeholder Management Welcome to this section on project stakeholder management. This is chapter 13, the last real chapter in the Pinback guide on project stakeholder management. When we talk about stakeholder management, we’re talking about really engaging and managing the engagement. Not managing the people, but managing the engagement with our stakeholders. So that’s what we’re going to be discussing here in this section. Some key concepts. Identifying project stakeholders. One of the first activities that we do in our project, we are talking about it at…

Using a Project Simulation One of the fun things that you can do in project management is to play some what if games. So what if this activity gets done early or gets done late? How does that affect my schedule? So with a schedule network diagram and a piece of software, you can play some what if analysis. So basically you ask what if X happens in the project? So it helps you find some different outcomes, some different possibilities of outcomes. It helps you compute different outcomes and…

Bottom-Up Estimating Bottom up estimating doesn’t mean bottoms up. It means we’re starting at the bottom and accounting for all the cost in our WBS. So it’s usually something that was associated with costs, just like I said, but you could do it with time. All right, so it’s used for resource estimation and used for how long these activities will take. You have to have a work breakdown structure to do a bottom up estimate. So you have to know exactly the type of resources and exactly what that…

Considering Leads and Lags I mentioned leads and lags a little bit earlier in this section, but it’s really important to have a good grasp on what’s a lead and what’s lag, because you will see some questions on these for your exam. These are values that you add to an activity to change or affect its start time. So lead time and lag time. Lag time is positive time that you’re taking that start time and you’re moving it away from its scheduled start time. Lead time is negative…

Rolling Wave Planning Rolling wave planning is where we have iterations of planning and doing and planning and doing. And this is a concept we’ll see throughout the pinball, and I’ve already mentioned it a couple of times in this course. So let’s have a good, clear definition of rolling wave planning. The idea is that the imminent work, I can plan in detail, stuff that’s way out in the future, I can plan at a high level. We already do this in your life. What plans do you have…

Section Overview: Introducing Project Schedule Management Welcome to this section on schedule management. Whenever we talk about schedule management, people get really excited. Well, maybe excited is not the right word, but they get very interested because it’s in this section that we’re going to talk about Float. So yes, this is is where you want to be if you want to hop in and really nail down how to find Float, how to find the critical path. But that’s not the only thing we’re going to talk about. There’s…

Section Overview: Project Risk Management Welcome back. In this section we’ll talk about project Risk Management. Project. Risk management is chapter eleven in the Pmbok guide. We’re going to discuss just the big picture, the big concepts of risk management. What is a risk, how does it affect your project, how do we manage manage those risks? So all that type of business we’ll talk about here at the beginning of this section. Then we’re going to drill down a little bit deeper and talk about creating a risk management…

Finding the Expected Monetary Value In qualitative analysis, we had a probability impact matrix that we look at each risk event and what’s its probability, what’s the odds of it happening, and its impact. How much would it score from very low to very high. Well, in quantitative, we have a similar approach, but we’re using real numbers. What I mean by real numbers, we’re not using an Ordinal scale. We’re using a cardinal scale. So we’re saying from zero point ten to zero 99, for example, or from zero…

Identifying Risks Through Interviews One of our risk identification approaches will be interviews. Getting out and talking to people is a great way to identify risk. But who are we talking to? Subject matter experts, team members, stakeholders, asking people about their experience with this technology or experience with having a risk event at another project, looking at our work breakdown structure and kind of walking through those assumptions with our team and stakeholders, key stakeholders, even vendors, and SME’s. The types of questions that we want to do or…