PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6th edition)

PMP Exam
Preparation
Eng. Shamil Habet; MSc; PMP; JPE
Based on PMBOK 6th
PMP Exam Preparation; Based on PMBOK 6th Edition Eng. Shamil Habet; MSc; PMP; JPE
shamilhabet@yahoo.com 1
PMP Exam
Preparation; Shamil Habet; MSc; PMP; JPE

Initiating a Project
PMP Exam

PROJECT SELECTION METHODS
1- Numeric Methods
 Benefit Measurement Model (also called Comparative approach)
 PresentValue (PV) (PV = FV / (1+r)^n), (Select the project with highest PV)
 Net PresentValue (NPV), (Select the project with highest NPV)
 Return On Investment (ROI), (Select the project with highest ROI)
 Internal Rate of Return (IRR), (Select the project with highest IRR)
 Pay-Back Period (PBP), (Select the project with lowest PBP)
 Benefit-Cost Ratio, (Select the project with highest BCR; BCR>1 Good; BCR<1 Bad)
 Cost-Benefit Ratio, (Select the project with lowest CBR; CBR>1 Bad; CBR<1 Good)
 Mathematical Models (also called Constrained Optimization)
Use linear, dynamic, non-linear, multi-objective programming to solve problem.
2- Non Numeric Method
 Sacred cow: Senior Management wants it; it may often turn out well; many visionary
projects start here
 Murder Board: Also known as a "scrub-down", is a committee of questioners set up to
critically review a proposal and/or help someone prepare for a difficult oral examination.
 Operating Necessity: The project is required to keep the system running
 Competitive Necessity: Project is necessary to sustain a competitive position
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SCORING MODEL WEIGHTED CRITERIA
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DEVELOP PROJECT CHARTER
Project Charter: A document issued by the project initiator or sponsor
(Some times Called Project Champion) that formally authorizes the existence of
a project and provides the project manager with the authority to apply
organizational resources to project activities. This process is performed
once or at predefined points in the project.
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The key benefits of developing Project Charter:
 Provides a direct link between the project and the strategic objectives of
the organization,
 Creates a formal record of the project
 Shows the organizational commitment to the project
DEVELOP PROJECT CHARTER
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Business Case: The approved business case, or similar, is the business
document most commonly used to create the project charter. The business
case describes the necessary information from a business standpoint to
determine whether the expected outcomes of the project justify the required
investment. The business case is created as a result of one or more
of the following:
 Government regulations
 Strategic opportunity
 Organizational need
 Ecological impacts
 Competition
 Politics
DEVELOP PROJECT CHARTER (Inputs)
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 Agreements are used to define initial intentions for a project.
Agreements may take the form of:
 Contracts, (used when a project is being performed for an external customer)
 Memorandums of understanding (MOUs),
 Service level agreements (SLA),
 Letters of agreement,
 Letters of intent, verbal agreements,
 E-mail, or other written agreements.
DEVELOP PROJECT CHARTER (Inputs)
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 Expert Judgment is defined as judgment provided based upon expertise in an
application area, Knowledge Area, discipline, industry, etc., as appropriate for the
activity being performed. Such expertise may be provided by any group or
person with specialized education, knowledge, skill, experience, or training.
 Facilitation: The ability to effectively guide a group event to a successful
decision, solution, or conclusion. A facilitator ensures that there is effective
participation, that participants achieve a mutual understanding, that all
contributions are considered, that conclusions or results have full buy-in
according to the decision process established for the project, and that the
actions and agreements achieved are appropriately dealt with afterward.
 Data-GatheringTechniques: (To be Described Later)
 Meetings: For this process, meetings are held with key stakeholders to
identify the project objectives, success criteria, key deliverables, high-level
requirements, summary milestones, and other summary information.
DEVELOP PROJECT CHARTER (Tools & Techniques)
PMP Exam

 Project Charter documents the high-level information on the project and
on the product, service, or result the project is intended to satisfy, such as:
 Project purpose;
 Measurable project objectives and related success criteria;
 High-level requirements;
 High-level project description, boundaries, and key deliverables;
 Overall project risk;
 Summary milestone schedule;
 Preapproved financial resources;
 Key stakeholder list;
 Project approval requirements (i.e., what constitutes project success, who
decides the project is successful, and who signs off on the project);
 Project exit criteria (i.e., what are the conditions to be met in order to
close or to cancel the project or phase);
 Assigned project manager, responsibility, and authority level;
 Name and authority of the sponsor or other person(s) authorizing the
project charter.
DEVELOP PROJECT CHARTER (Outputs)
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 Assumption Log:
High-level strategic and operational assumptions and constraints are
normally identified in the business case before the project is initiated and will
flow into the project charter.
Important Notes:
- Lower-level activity and task assumptions are generated throughout
the project such as defining technical specifications, estimates, the
schedule, risks, etc.
- Assumption Log is used to record all assumptions and constraints
throughout the project life cycle.
ID Category/
Impact
Assumption or
Constraint
Responsible
Party
Due Date Actions Status Comments
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IDENTIFY STAKEHOLDERS
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Identify Stakeholders is the process of identifying project stakeholders
regularly and analyzing and documenting relevant information regarding their
interests, involvement, interdependencies, influence, and potential impact on
project success.
The key benefit of this process is that it enables the project team to identify
the appropriate focus for engagement of each stakeholder or group of
stakeholders. This process is performed periodically throughout the
project as needed.
IDENTIFY STAKEHOLDERS
PMP Exam

 Meetings: Meetings are used to develop an understanding of significant
project stakeholders. They can take the form of facilitation workshops,
small group guided discussions, and virtual groups using electronics or
social media technologies to share ideas and analyze data.
 Data Analysis techniques that can be used for this process include but
are not limited to:
- Document Analysis: Assessing the available project documentation
and lessons learned from previous projects to identify stakeholders and
other supporting information.
- Stakeholder Analysis: results in a list of stakeholders and relevant
information such as their positions in the organization, roles on the
project, “stakes,” expectations, attitudes (their levels of support for the
project), and their interest in information about the project.
Stakeholders’ stakes can include but are not limited to a combination of:
IDENTIFY STAKEHOLDERS (Tools & Techniques)
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 Interest: A person or group can be affected by a decision related to the
project or its outcomes.
 Rights (legal or moral rights): Legal rights, such as occupational health
and safety, may be defined in the legislation framework of a country.
Moral rights may involve concepts of protection of historical sites or
environmental sustainability.
 Ownership: A person or group has a legal title to an asset or a
property.
 Knowledge: Specialist knowledge, which can benefit the project
through more effective delivery of project objectives, organizational
outcomes, or knowledge of the power structures of the organization.
 Contribution: Provision of funds or other resources, including human
resources, or providing support for the project in more intangible ways,
such as advocacy in the form of promoting the objectives of the project
or acting as a buffer between the project and the power structures of
the organization and its politics.
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 A Data Representation Technique: stakeholder mapping/ representation.
Stakeholder mapping and representation is a method of categorizing
stakeholders using various methods. Categorizing stakeholders assists the team
in building relationships with the identified project stakeholders. Common
methods include:
 Power/interest grid, power/influence grid, or impact/influence grid
 Stakeholder cube.
 Salience model.
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 Directions of Influence:
- Upward (senior management of the performing organization or
customer organization, sponsor, and steering committee),
- Downward (the team or specialists contributing knowledge or skills in
a temporary capacity),
- Outward (stakeholder groups and their representatives outside the
project team, such as suppliers, government departments, the public,
end-users, and regulators),
- Sideward (the peers of the project manager, such as other project
managers or middle managers who are in competition for scarce
project resources or who collaborate with the project manager in
sharing resources or information).
 Prioritization: Prioritizing stakeholders may be necessary for projects
with a large number of stakeholders, where the membership of the
stakeholder community is changing frequently, or when the relationships
between stakeholders and the project team or within the stakeholder
community are complex.
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IDENTIFY STAKEHOLDERS (Outputs)
 Stakeholder Register
This document contains information about identified stakeholders that
includes but is not limited to:
 Identification Information: Name, organizational position, location
and contact details, and role on the project.
 Assessment Information: Major requirements, expectations,
potential for influencing project outcomes, and the phase of the project
life cycle where the stakeholder has the most influence or impact.
 Stakeholder Classification: impact/ influence/ power/ interest;
upward/ downward/ outward/ sideward; Internal/external, or any other
classification model chosen by the project manager.
 Change Request
As stakeholder identification continues throughout the project, new
stakeholders, or new information about stakeholders, may result in a change
request to the product, project management plan, or project documents.
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IDENTIFY STAKEHOLDERS (Outputs)
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PMP Exam

PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6th edition)

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