Perform Quality Assurance is one of the 42 project management processes described in the fourth edition PMBOK®. It’s one of the three Quality knowledge area processes, and one of the eight Executing processes. The purpose of this process is to perform quality audits to ensure that the appropriate quality standards are being met. A quality… [Read more…]
April 29, 2009 by tapuniversity
Direct and Manage Project Execution is one of the 42 project management processes described in the fourth edition PMBOK®. It’s one of the six Integration knowledge area processes, and one of the eight Executing processes. The purpose of this process is to actually perform the project work described in the Project Management Plan. As you… [Read more…]
April 28, 2009 by tapuniversity
One of the most common topics read on this blog is the PERT formula. Please see the posting “PMP Exam – PERT Formula” (posted February 6, 2009) for an explanation of this formula. To use this formula, we need three estimates—Optimistic (best-case scenario), Most Likely (realistic), and Pessimistic (worst-case scenario). We then find the average,… [Read more…]
April 27, 2009 by tapuniversity
This document, Basis of Estimates, is an output of the PMBOK®’s Estimate Costs process. This is a companion document to Activity Cost Estimates, which details how much each project activity is expected to cost. The Basis of Estimates document indicates how these estimates were derived. It could include information such as how the estimate was… [Read more…]
April 24, 2009 by tapuniversity
Surfs up! Well not quite. A common type of Progressive Elaboration is Rolling Wave Planning. Progressive Elaboration means to continuously improve and refine planning. Rolling Wave Planning is a technique of the PMBOK®’s Define Activities process and it also describes how the Project Management Plan evolves. The planning is on-going during the project—not completed beforehand. Rolling… [Read more…]
April 23, 2009 by tapuniversity
Project exclusions, assumptions, and constraints (among other information) are included in a Project Scope Statement. They’re also referenced in the Project Charter and Project Plan. Here’s a simple example to help you lock in the differences among exclusion, assumption and constraints. Anna has a project to make exotic papaya honey cookies to enter in her… [Read more…]
April 22, 2009 by tapuniversity
The Focus Group is common across many disciplines, including project management. They are a tool of the PMBOK®’s Collect Requirements process. The desired type of group should be determined. A homogenous group will have similar people who likely have similar perspectives. A heterogeneous group will contain a variety of people who have varying perspectives. A… [Read more…]
April 21, 2009 by tapuniversity
The Project Charter is the only output of the fourth edition PMBOK®’s Develop Project Charter process. The Project Charter is a key project management document. This document formally authorizes and initiates the project. Ideally, the project manager assigned within the document participates in creating it. Earlier editions of the PMBOK described the Project Charter as… [Read more…]
April 20, 2009 by tapuniversity
Time and Materials is one of three broad types of contracts—Fixed Price, Cost Reimbursable, and Time and Materials. Contract Types is a tool of the fourth edition PMBOK®’s Plan Procurements process. Time and Materials contracts are useful when the full scope of the project is unknown. They resemble Fixed Price contracts in that there can… [Read more…]
April 17, 2009 by tapuniversity
As project managers work with procurements, it’s important that they understand the different types of contracts. Contract Types is a tool of the fourth edition PMBOK®’s Plan Procurements process. There are a variety of contract types falling under the general categories of Fixed Price, Cost Reimbursable, and Time and Materials. The types of Cost Reimbursable… [Read more…]
April 16, 2009 by tapuniversity
Project managers increasingly need to be knowledgeable about procurement and contracts. Contract Types is a tool of the fourth edition PMBOK®’s Plan Procurements process. There are a variety of contract types falling under the general categories of Fixed Price, Cost Reimbursable, and Time and Materials. The types of Fixed Price contracts (as termed in the… [Read more…]
April 15, 2009 by tapuniversity
The project management technique of deciding whether certain work should be performed in-house or whether it should be purchased is called Make-or-Buy Analysis. Make-or-Buy Analysis is listed as a technique for the fourth edition PMBOK®’s Plan Procurements process. A project manager may have a Procurement Management Plan for the project that offers guidance in making… [Read more…]
April 14, 2009 by tapuniversity
Plan Procurements is one of the 42 project management processes described in the fourth edition PMBOK®. It’s one of the four Procurement knowledge area processes, and one of the twenty Planning processes. The purpose of this process is to document the purchasing decisions and approach as well as identify potential sellers. There is much information… [Read more…]
April 13, 2009 by tapuniversity
TAPUniversity has received its renewal as a Global Registered Education Provider for the Project Management Institute.
April 13, 2009 by tapuniversity
One of the tools and techniques of the Collect Requirements process described in the fourth edition PMBOK® is Prototypes. They are a working model of a product that allows for feedback before producing the final product. Feedback cycles may be utilized in which people (such as stakeholders) can provide input, and then a revised model can… [Read more…]
April 10, 2009 by tapuniversity
How can direction be set for a group? Group Decision Making Techniques is listed as a technique of the Collect Requirements process described in the fourth edition PMBOK®. However, these can be used at any time a group decision must be made—not only decisions regarding requirements or project management. Four methods of reaching a decision… [Read more…]
April 9, 2009 by tapuniversity
Plan Risk Responses is one of the 42 project management processes described in the fourth edition PMBOK®. It’s one of the six Risk knowledge area processes, and one of the twenty Planning processes. The purpose of this process is to develop plans to minimize threats (negative risk) and maximize opportunities (positive risk). The Risk Register,… [Read more…]
April 8, 2009 by tapuniversity
Thinking through potential outcomes, the What-If Scenario Analysis is a tool and technique of the Develop Schedule process and the Control Schedule process, both described in the fourth edition PMBOK®. This technique is used to estimate impacts to the project schedule if potential scenarios occur. This technique simply repeatedly asks “what if” a certain event… [Read more…]
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April 30, 2009 by tapuniversity
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