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Tuesday, April 17, 2018

Friday, April 13, 2018

The PMP exam is the golden standard for project management professionals, but let's face it - it’s tough to stay conscious when reading the PMBOK. 

To help you prepare for the test, this book provides over 2,600 questions, covering all 10 knowledge areas. Best of all, it has been updated for the PMBOK Guide Sixth Edition, which includes all sorts of greatness over the previous edition including the following changes: 
  • An updated PMI's Talent Triangle 
  • A focus on schedule instead of time 
  • 3 new processes have been added 
  • 1 process has been removed
  • Monitor' is the new 'Control' 
  • An increase in the number of ITTOs 
  • A recognition that agile methodologies now rule the planet 
  • The material is presented in 3 different formats: 
  • Given a question, provide the correct answer 
  • Given a term, provide the correct definition 
  • Given a definition, provide the correct term 

Enjoy a just-the-facts-please method for learning the PMP material and pass the exam on the first try! Note: This book is NOT a substitute for a tutorial on the PMP exam material. It will, however, make sure you remember the material when you walk in for the exam. Before using this book, you should go over the material using an exhaustive guide such as Simple PMP Exam Guide.

Monday, April 9, 2018

Planning is a general term that sets a clear roadmap that should be followed to reach a destination. The term, therefore, has been used at different levels to mean different things. Planning involves the breakdown of the project into definable, measurable, and identifiable tasks/activities, and then establishes the logical interdependences among them. 
Generally, planning answers three main questions:
  • What is to be done? 
  • How to do it? 
  • Who does it?
In construction, for example, plans may exist at several levels: corporate strategic plans, pretender plans, pre-contract plans, short-term construction plans, and long-term construction plans. These plans are different from each other; however, all these plans involve four main steps:
  • Performing breakdown of work items involved in the project into activities. 
  • Identifying the proper sequence by which the activities should be executed.
  • Activities representation. 
  • Estimating the resources, time, and cost of individual activities.
Detailed planning for tendering purposes and the preparation of construction needs to be conducted through brainstorming sessions among the planning team. The inputs and outputs of the planning process are shown in Figure 1.

Planning requires a rigorous effort by the planning team. A planner should know the different categories of work and be familiar with the terminology and knowledge used in general practice. Also, the planning team should seek the opinion of experts including actual construction experience. This helps produce a realistic plan and avoids problems later on site.

Project Planning Steps

The following steps may be used as a guideline, or checklist to develop a project plan: 
  • Define the scope of work, method statement, and sequence of work. 
  • Generate the work breakdown structure (WBS) to produce a complete list of activities.
  • Develop the organization breakdown structure (OBS) and link it with work breakdown structure o identify responsibilities.
  • Determine the relationship between activities.
  • Estimate activities time duration, cost expenditure, and resource requirement.
  • Develop the project network.

Saturday, April 7, 2018

Creating a solid project plan is one of the most important steps to making sure your project gets completed on time and on budget. In this video, digital project management consultant, writer, and speaker Brett Harned will teach you how to create a solid project plan in 5 simple steps.
SEE: Basics of Project Planning

Friday, April 6, 2018

Suppose that you as a manager have been asked to form a team for the life of a particular project. How should you set about choosing your people and forming them into a well functioning group?

Wednesday, April 4, 2018

Table of Contents

  • Document Objective
  • Account Background
  • Customer Needs
  • Value Proposition
  • Sales Opportunities
  • Sales Strategies
  • Financial Forecast
  • Communication Plan
  • Action Plan
  • Required Resources

Document Objective

The purpose of this plan is to document information about the account in a single document and to identify opportunities for a long-term relationship with the client that will bring in continuous sales opportunities.



Before commencement of any project, the first thing that we need to do is project planning. Any reasonable project manager* certainly understands the importance of planning a project well. Carefully planned project takes into account necessary aspects of a project (e.g. tasks, milestone, schedule, risks, communication, quality, etc.) and provides a plan which project team can refer during execution.

What is Project Planning? 

The project planning is commonly perceived as creating 'Gantt Chart' alone, which is incorrect. Gantt chart is merely visual representation of project schedule. In fact, project plan is quite broader concept. A project plan expresses the objectives & requirements of the project in terms of 
  • Project Scope
  • Project Schedule
  • Resource Requirement
  • project cost estimation
  • Project Quality and
  • Project Risk Management
A project planning enables project manager to translate project requirement into Work breakdown structure (WBS), tasks list, Gantt charts, resource assignment and risk register, etc. Once project charter is approved, the project is formally initiated. Project planning activity can begin based on the project charter document, project requirement document.

Why do we need project planning? 

You see, careful & detailed planning help us to reduces risk and in turn uncertainty in any given project. In meticulously planned project, project planner attempts to make a provision for potential occurrences of uncertainties in advance. 

It is true that project plan in advance, cannot take care of all unforeseen events, risks, and deviations nevertheless; we still, are in a better position than having no planning. Why? – We know what needs to be done, we can organize our work and also, with well-planned project we can better equip ourselves to respond aptly to potential risks, slippages, etc. Hence the bottom line is, we are able to save on time, on resources and as a result, we can save on cost too.

Elements of project plan 

1. Project Scope Planning 
Any project is expected to provide its stakeholders with certain outcome, which is commonly termed as project deliverables. These project deliverables depend on the scope of the project. Analogically, defining a project scope is like drawing a map. In the map, the boundaries are drawn to indicate stretch/ extent of a given territory; similarly, project scope outlines the extent of project deliverables. 

Essentially, project scope is the definition of what the project is expected to achieve and specify the budget of both time and cost that needs to be provisioned to create the project deliverables before the project gets closed. For the best result, one needs to take care of clearly carving out project definition & the budgetary requirements. More detailing & precision during project planning definitely help the team organize their work efficiently & deliver the project more effectively. Without a project scope, project execution can go haywire. 

Project Deliverables 
To define project scope, one needs to refer project requirements. The project planner needs to list down project deliverable items unambiguously stating whether they are ‘In Scope’ or ‘Not in Scope’. So, project scope is about outlining the project deliverables. Based on project scope, project planner(s) create(s) work break down structure (WBS).

1.1. Work Breakdown Structure (WBS
The WBS is a breakdown/ decomposition of project work into distinct work items at higher level. These work items are aligned with the project objective and can help the project team to create expected deliverables. Generally, the project team can refer to this work item hierarchy to decide whether any given task is included in WBS or not.

Essentially, WBS is decomposition of project work in a hierarchical fashion wherein with each descending level, it gives details of project deliverable required from project team.

Triangular Constraints (TQR) 

The project scope is generally constrained, with respect to following aspects 
  • Time 
  • Quality 
  • Resources
If you stretch any corner of the triangle in Figure 3: Elements of Project Planning: the triangle gets distorted; similarly any change in the scope of the project has direct effect on (either any or all) of time, quality and resources of given project. Vice versa, any change in time or cost or resource can make the project scope altered. 

And each corner of this triangle, in turn, has cost implication e.g. any addition of resource to project can increase cost of project, any delay in delivery can increase cost of project, any compromise can quality can have further effect on cost of the project. Hence cost of the project is directly dependent on project scope & project scope, in turn, is dependent on project delivery time, quality parameters & resources assignment.

2. Delivery Schedule Planning 
Once project scope is determined and work breakdown structure (WBS) is created, the next step is to create delivery timeline. For each of the deliverable work item identified in the work breakdown structure (WBS), project planner needs to identify list of activities need to perform. 

Activities as mentioned above, become a basis for estimation, scheduling, execution, and monitoring and controlling of the project work. For each of these activities, he/she needs to figure out 
  • How long will it take to complete each activity (days, weeks)? 
  • What kind of resource(s) – required for its completion (skill set, experience, etc.)? 
Based on the estimate of efforts required to carry out each activity, one can sum up to get duration required for each deliverable. Thus working backward, project delivery timeline can be tweaked further to provide better estimates. 

A milestone marks a significant event in the project. Generally, project sponsors would refer to list of milestones to trace project delivery in respect of timeline & cost overrun.

Gantt chart 
The visual representation of project schedule can be viewed through a Gantt chart. Many portfolio managers & project sponsors find it easy to work with Gantt chart. Since referring the Gantt chart for a given project, project manager/ project planner & other stakeholder can optimize/ change the schedule further. Generally, this is where project sponsors start pushing for aggressive project deadline which might have been indicated/ agreed earlier and sometimes it becomes a real problem. In such case, the reasonable way out is to consult the project sponsor team & provide the details of project schedule. If there are differences, highly detailed project schedule can help you – to make your point. Based on the discussion, you may agree to following options:
  • Reschedule project delivery timeline [Time Implication] 
  • Deploy additional resources [Resource Implication]
  • Change the scope of project [Scope Implication]
  • Enforce additional/ lesser Quality checks [Quality Implication]
As project team can manage timely completion of project activities based on project delivery schedule, it is quite imperative to perform detailed estimation work on project schedule. To estimate delivery timeline, generally, it involves performing following processes.

These five steps will help us create project schedule and it would become a baseline for a given project. The project schedule may change as project progress; this change can be attributed to change in scope, deliverables, quality and risk aspects of the project.

3. Project Resources 
Planning It is the people who make the project work hence it is critical to plan for project team. But project resource is not just about the people to be involved in the project, rather materials, equipment required for successful completion of the project. Having mentioned this, generally, resource planning tends to revolve about people/staffing management.


Tuesday, April 3, 2018

Learn project management techniques to increase your project success rate as a Business Analyst!

What Will I Learn? 

  • Be able to successfully manage projects while also playing the role of a Business Analyst
  • Learn to initiate a project by creating a Business Case, understanding the Business Objective, and creating a Project Charter 
  • Ability to manage stakeholders by identifying, categorizing, mapping, and assigning them responsibilities 
  • Be able to appropriately plan for a project by creating a Project Schedule, Communication Plan, Quality Plan, and Go Live Plan 
  • Understand the role of a Project Manager during project execution and how to keep the project team up to speed on the project progress 
  • How to properly elicit feedback and identify lessons learned to dictate changes on future projects


This course will teach you how to successfully manage projects as a Business Analyst! 
The fact is, not every project can have a dedicated Project Manager. Sometimes the project is simply too small or doesn't provide enough value to warrant the overhead costs of another dedicated team member.

What bonuses are included? 

  • You receive a Stakeholder Map template! This template will allow you to be effective and efficient in creating Stakeholder Maps. 
  • Also included is a RACI Matrix template! This template will enable you accurately assign and document stakeholder responsibilities for your projects. 
  • Outside of the templates, you also gain access to an industry expert! I am not just the instructor of this course, I am also a resource and a mentor to give you guidance and tips to begin or advance your career.

Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time. 

A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or staffing) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. 

In practice, the management of such distinct production approaches requires the development of distinct technical skills and management strategies.
Image Source: Simplilearn
2 high REALISTIC PMP® Exams – 100 Questions each – 200 Questions total, Fully aligned with the PMBOK Guide, 6th Edition.


  • If you purchased this course “PMP® Exam Prep 2018: 2 Full Real Exams &Detailed PMP Math “you may need to enroll in this course as well! 
  • Practice on the most important 200 PMP® questions (Timed tests).
  • The practice tests are based on PMI’s project management framework as explained in the PMBOK Guide, 6th Edition. 
  • You can pause the test in between and you are allowed to re-take the test later. Your test will resume from where you left, but the test time will be reduced by the amount of time you've taken in the previous attempt.

Who is the target audience? 

  • Who are needed to take the PMP Exam. 
  • people who are interested in entering the field of project management. 
  • If you’d like to manage larger projects and gain more responsibility or add project management skills into your current role, then the Project Management Professional (PMP) is right for you. 
  • Project managers who are preparing to PASS their PMI-PMP examination. 
  • All engineers. 
  • Business Development Managers.

Monday, April 2, 2018

The purpose of a Gantt chart is to plan and control a project with both detailed measures and this intuitive graphic timeline.
Download Template
Acquire the core project management skills and techniques to be immediately effective in delivering I.T. projects.

What Will I Learn? 

  • Understand what a project is. 
  • Understand the key project roles. 
  • Understand the key project stages. 
  • Understand how to initiate, plan, execute, control and close a project. 
  • Effortlessly handle risk, issue and change management. 
  • Learn how to manage and control resources. 
  • Be immediately effective in your new project management role.


This course will provide you with the essential knowledge and techniques to successfully manage I.T. projects. It is ideally suited to those who may be leading a project for the first time and who need to be immediately effective. All project stages are covered, and a pragmatic, step-by-step approach is taken throughout the course in order that the student can quickly understand and subsequently utilize core project management concepts. Quizzes are included to test your knowledge, and example documents and processes are available as supplementary material that you can download as needed. On finishing the course, you will also receive a Certificate of Completion.

Saturday, March 31, 2018


This document has been developed by the Programme & Project Unit for use by CiCS Project Managers. The aim has been to provide Project Managers with a simple, straightforward guide with which to introduce Benefits Realisation Management (BRM) to their projects. It is hoped that this document will provide a valuable source of information that will be of use throughout all stages of a project.

The document aims to provide

  • An understanding of the basic principles of BRM and how it fits with the CiCS Project Management methodology · 
  • An overview of the main tools of BRM - the Benefits Workshop and the Benefits Map · 
  • An overview of the practicalities of applying BRM to projects

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