today I like to talk to you about the PM box 6th edition if you recall four years ago I did something very very similar to that for the PM box fifth edition so what I would do today it's I will start from the first process that you should do in your project up to the end and why I'm doing this one of the key reasons I'm doing this it's because if you look the PMO guide very thick six seven hundred pages the first reaction is wow it's it's a lot to learn it's it's a very strong body inside and it's it's not very easy to understand the peermark guide it's mostly a reference guide so what I would do here it's to read the PMBOK guide but in a different way and this is basically on part two of the guide because on the sixth edition of p.m. Bach we have 12 13 chapters on the first part the three first chapters are the general concepts what is a project what's project management second chapter is more about organizational structure how the structures change depending on how much leverage do you give to the projects the third chapter it's a new one talks about the project manager and mostly on the PMI talent triangle and discuss more about the competences of the project manager between chapter four up to chapter 13 we're talking about ten knowledge areas and then on part two is the standard the ansi standard of project management and this used to be chapter three on the previous version and this is the core this second part of what i'm talking now because most of the time when you read for example scope you read all process of scope but it's not the way you do projects because you do projects in a different way you do in a much more interconnected way and this is what I want you to teach you today how to do that the first thing you need to have is this piece of paper so this you can download on the link below so you can download this and you can download the processes then you put some blue or a tape here to use it as a reference so I will do this today to show you how a project is built so look here we have in a light grey just to help me to show you an out so to guide you through the process so the first thing we need to understand that it's every single project start on what we call initiating process so initiating process basically when you start a project it doesn't matter which kind of project you you're talking you start by developing the project charter project charter the best way to explain to you is birth certificate why I'm saying this because it's it's something that recognized that a project exists so here you give an own a name a project manager some basic conditions it's a one or two page document just to underline what is the intention and why this project exists in parallel to that you do a stakeholder process that is to identify stakeholders so let me explain this what is in stakeholder stakeholder is any person or entity that has any kind of interest in your project may be positive maybe negative so a supplier a client another area in your organization's they are all stakeholders and look one important point if you see here 4.1 minutes we are talking about the chapter four of p.m. balk first process chapter four is integration okay and this is thirteen point one 13 is stakeholder management so we do this almost together one very important point is that a lot of people do not understand this arrow that goes both ways why this because you don't do this first and then you do this you do this almost together and this arrow allows you to go back because when you identify some stake or maybe you need to revisit your project chartres and vice versa so to do that it's what you built the initiation in one very important point if you read the p.m. back from page 1 to the to the end you read for and then you read 5 6 7 8 9 10 11 12 and denry 13 so I'm telling you read 4.1 then go to thirteen point one and take a look because this is how things happen in reality so when you have the initiation you have your profit charting this very light slim document that just address what your project will do and then a list of who are my stakeholders this is what is the initiation of a project after initiation the initiation we need to do the planning and this is exactly to try to understand how we are planning to do our project so we will basically understand theses pieces that we need to have in place to make sure that this idea here will satisfy the interest of these stakeholders and will deliver what you want remember we we do not live and create projects to respect the flow the flow must reflect the reality of the work we do and basically to do that we started here by integration what do we need to do here we need to start the planning by integration and the integration is the second process of integration that is called develop the project management plan so let me explain to you integration integration only exists to be the glue that connect the order nine areas that's it integration exists to avoid that scope overrule risk risk overrule cost so the integration is to make sure that everything is balanced producing the benefit of the project and the results you want here so to develop the project plan then you need to do a lot of things and work in different areas the first one that you need to start working is the area of scope and you need to plan how you will manage the scope of your project look you will see many times here plan scope management plan schedule management and every time you see the word plan and management we are talking about the rule of the game so what is plan scope management you need to define here how do you plan to manage the scope of your project let's suppose that someone wants to add work to your project will you accept it not accept it it must be approve it what is the level of approval so this is the route I love to use an analogy imagine a football game a soccer game you have some rules for example there are 11 players the goal is only when the ball crossed the line fully so you have some rules why because you cannot define the rules when you are is acute in the project writing need to agree on the rules and this are the rules and this may be a set of bullets maybe a small document or maybe something that your project office will create but it's something that delineate the rules of how you plan to manage the scope and then the second thing you need to do is to collect the requirements so now I need to understand what's the work I need to do and then I need to collect the requirements first what is the requirement requirement are things that I need to do to deliver what I want for example the requirements can be functional requirements for example I want and for example an electric door in my car this is a functional requirement what is a technical requirement its what is the size and the characteristics of this engine to support that door opening automatically and then you have the scope and the requirements of activities by the the engine install the engine test the engine so this is where you collect and most of the time you collect these requirements by talking to some of the stakeholders and trying to understand how you will build the way between where you are and where you want to be after collecting these requirements you must shape the scope of your project basically you need to combine these requirements functional technical and activities and in parts of the work and you define the scope basically you produce one one document I don't like the word document because it seems like bureaucracy but you produce something that reflects the scope of your project and we call this scope statement so the scope statement will define okay how do you want to approach your project in after that you will create the work breakdown structure or WBS remember the WPS is that it looks like an old chart where you split your project and you break your project into smaller much more manageable pieces of work I love this and I think that the WBS is the tool to manage the scope so this for process or things you need to do to deliver your work and this will be a piece of your project plan after you know what you want to do you need to understand how much time do you plan then you do a planned schedule management and this you will work on the schedule remember why spend some time explaining the scope because here is absolutely the same of plan scope management but here I'm concerned about schedule for example what I would do if some tests become late how I'm planning to calculate durations will I do analogy which kind of tool and planning to use how how precise do I need to be when I set an activity duration so these are basically the rules of the game when the game is talking about schedule in one point that you may notice for those who are from coming from the p.m. balk fifth edition it usually could be called time and now it's called schedule because we are talking about this time and how the times flow in your project after that you will define the activities very very important here here you create a WBS here you are defining activities you need to accomplish to deliver that word package on your WBS so let me give you an example WPS package door tasks cut the door frame the door put the lock so this are the activities that will deliver that scope and why activities are here because the activities are the root of you create your sequence and the duration so you need to have this capillarity you need to understand which kind of activities to then understand ok how much time and what do I need to do first and look one thing are you looking that I'm making a lot of arrows why I am spending my time doing this all this sets of arrows it's because I want to make clear and that the biggest is mistake and even when people talk and use the concept of waterfall you know when you use the waterfall when the water goes down the water does not come back so this technically cannot be seen as waterful because I'm talking that we go back all this time to revisit because maybe you were put in a duration here and you see oh god I forgot another activity and then you need to come back in most of the time you may come back here and this is a fluid process it's a fluid it's not rigid if it's rigid it's wrong pay attention on that if it's ready it's wrong so this is just a mental model to help you to understand how you should and after doing all of this what you will do you will develop your scandal and many people ask me okay what is a scandal is it a Gantt chart is it a network diagram yes yes and much more schedule is any kind of display of how your project will be place it over time the most common of course because of the tools are the Gantt chart the network diagram but you need to develop your schedule so this schedule here will give you an idea of how much time do you need to perform everything to perform and to deliver this code so this is the second group did you see that I'm bringing this I'm bringing this again to the project plan after that scope scale I have the cost side because now I have the activities I know the scope now I can start thinking about the cost of my project and the first thing I do and I will repeat this many times I need to plan the cost management did you see how things start to repeat plan cost plan schedule and plan scope so here rules of the scope here rules of the schedule here rules of the cost for example who has the approval to spend money if I'm over for example the cost of one one material or one resource is over budget who has the autonomy to approve that what do I do so these are the rules of the game when the game is talking about cost then after that I will estimate costs if I know the activities and I have a clear idea of my scope I can estimate cost and then after estimating cost knowing the I have my schedule I can do what I can develop my budget I can understand my s-curve I can understand how do I plan to spend the money and these three tasks are part the planning process related to scope after that I need to plan the quality management again one more time remember when the word plan and management comes together we only change here what the knowledge area so what do I want here you may answer with me I want here to know which are the quality astonished I need to comply with the project what is quality for me on this context what do I expect to be delivered in terms of quality and this will also be together with my project plan after that I need to start remember look eight seven six these are the chapters so it's very common for those who are not used to the PM book it's very common that we say o chapter 6 when we say chapter 6 we are talking about schedule so this is why we start with 4 and why not with three or two or one because chapter one two and three there are definitions and this is why we start with number four so now I need to introduce to you to a new knowledge area but an old new knowledge area it used to be called human resources but now it's just resources why because now I am incorporating on this area materials equipment and human resources so now this knowledge area is called resource and the first one is plan resource management so every single one its plan management rules of the game of how do I plan to manage my resources in a very simple way so how do I plan to recruit am i able to recruit people or do I need to use internal resources am I able to buy things or do I need to use the procurement area so this are all here these are the rules remember most of the time if you have any area that supports your project like a project management office or PMO most of this is already done you have some rules and policies in place that regulate what you can do as a project management in what you can't after that you need to estimate activity resources oops let's understand this let's understand this because here we have something new in the past activity resource or estimate resources used to be on the time now with this new resource area it was moving to resource but I want you to pay attention on this this item 9.2 okay and this item six four six point four they are brothers they are twins better they were they they cannot live without the other why because I need to do to know which resource I have 2x to make how much time I will take let me give you a very super simple example let's take this wall and let's take I say a one worker can build this wall in 10 days it's reasonable to say that two workers can be it in five days so this is exactly what I'm talking here because most of the tasks, most I'm not saying all are effort driven. When I say effort driven I'm saying if you add more resources you reduce the time up to a certain level so this is why it used to be together now it's in two different areas does it mean that you need to do it separately no never think about that so this to process are the process related to resources remember one thing costs are intimately linked to resources and time so did you see that how things were together so if you were reading the PM book you should try to follow something like that you should not read 9.3 after 9.2 I suggest you to read 10.1 in Y 10.1 because this is what you should do in the planning phase then you do communications management look as I said here rules of scope schedule cost quality resource here is communication here it's just it's like different this plan communication management one of the key things here it's you will build your communication plan so basically you know what do you want to communicate who do you want to communicate to what where do you want to communicate when do you want to communicate how much it will cost this communication how do you want to communicate so this basic information so if you have a meeting if you are planning an exception meeting if you have for example meetings only if something goes wrong outside the boundaries so you can put this here because this will regulate your communication so it's a very very important I will talk about this a little bit later when when I'm talking about stakeholders here so after doing that then it comes to another very big knowledge area almost as big as as a scope and schedule it's risk management why because risk is a intrinsic part of your project so the first thing you need to do is to plan how you want to approach risk management and let me explain here basically the answer you want to give you the only answer that is super relevant is what is your tolerance why let's suppose I invite you to do a bank jump maybe for me it's extremely risky maybe for you it's not so tolerance it's exactly what define what is risk for your group in your organization and what is not risk for your group in your organization because if you don't know what is your tolerance maybe everything can be a risk or nothing can be a risk after knowing that you or your risk tolerance then you come here and you start to identify your risks so together with your stakeholders your group you start to identify okay which kind of risk do I have in this project which kind of traps and opportunities do I need to manage after let's suppose you identify here let me guess 300 things that may happen in your project positive and negative what do you need to do after that you cannot say oh I will answer to everything it most of the time it's just impossible so what do you do you do two things you do a qualitative risk analysis and quantitative risk analysis so you do both what is the difference between this two items qualitative I use a scale low medium high green color yellow color red color so I use some kind of standard some kind of scale and what is a quantitative risk analysis when I use math to calculate probability and impact for example let's suppose I have a dice of six faces and I want to know what's the chance to get one in the dice it's 1/6 so this is calculated this is quantitative many times quantitative is great but many times quantitative is much harder to get so this is exactly to understand each of the risks identified are they big are they very big risks or irrelevant risks and this will help me to do what this will help me to plan potential responses to death risks so what I need to do here I need to plan I need to identify okay what can I do to protect my project from that risk then maybe I will say I'll buy an insurance or maybe I will say I will change some parts of my scope maybe I will put more financial reserves so it depends so then you plan this and this five processes they work together again look the arrows they go forward and backward why because maybe you are doing the quantitative analysis and suddenly you identify another risk and you cannot say all the risk is done I cannot go back this is not good if you do that it will be wrong completely wrong then you go back here maybe you don't go only back here you look go to the plan to understand the integrated impact of your response to understand okay do I need to put more money so remember this is all fluid this look all the process only exists to support you to understand what you need to do that's it so now on the procurement plan so you need to understand basically what you need to do and what you need to do in terms of what what do I need to buy what do I need to make so the make or buy decision is right here so what I would do with with my procurement will like do everything internally or not unless but definitely not least is the try and a stakeholder engagement and what is this remember identify the stakeholders here so now I need to understand it too that my stakeholders for example influence and power and I need to group them and understand what I will do here and now I want to give you another advice remember the twins I said here between duration and resources I want to introduce you to another set of twins plan communication remember I introduced and plan stakeholder engagement why I'm telling these two are also twins because most of the communication will be exactly to reinforce stakeholder engagement so I need to do this together for example let's suppose that you have a stakeholder here that you need some kind of special communication then you come here and you create this communication so this is why they're twins and they work together so this was the planning process and at the end everything is consolidated in this project management plan okay so this will give you an idea on how do you plan to do this project this I'm working about what what and here how so this is my approach to this project and then later we'll talk about how do we execute and monitor and control our project after having our plan ready we will start this accusin and the monitoring and controlling process so I want now of course I will explain first basic ution but I want now to highlight both execution and monitoring and why I wanted to highlight this to process at the same time because they work together you don't execute everything to check if everything is fine so it's a process that is a very fluid process here so you execute a new check everything is fine then then you may replant look this arrow you made really cute so it's a very very fluid process and of course the center of the planning was integration the center of the initiation was integration the center of this equation is exactly one more time integration so the third integration process the second was the plan the turn direct and managed project work what is important here it's not saying is acute in the project why because all this flow is how you will manage the project and now you you as a project manager or a team member you usually are not the resource is acute in the work most of the time so what do you need to do you direct and you manage the work that is being done by what by the resources you are defining for the activities so this is exactly the idea and now there is one new thing on the p.m. Bach extradition it's a new integration process called manage project knowledge in a very very simple way you can understand this as lessons learn it so what do you you need to register what you're learning from the project work what is working what is not working what is doing well not well and you registered this because this knowledge is very it's it's very valuable so you need to have this lessons learning so this to process are the two central processes of this equation but this to process are supported by all this order process let's see them the first one is manage quality remember one thing here plan quality here you are setting how your quality will be here you're managing the results that I'm getting from here are reasonable in terms of quality now related to resources you will acquire the resources here is where you will hire new team members buy materials buy things and this process is the central process here in this occasion together with this because the work will be done by these resources and it's very important why we do it here and not here on on the on the planning because I always try to do this as late as possible because this is money so resources I always wait until the last minute of course look this is not mathematics this is project management so maybe sometimes there is a delay between the time that you acquire the resources and the time they are available for you so many times you need to anticipate any starting some procurement process and some acquisition process here of course for obvious reasons then of course for the human resources you acquired you will develop a team and at the same time manage this team another question you may ask me what's the difference between develop and manage develop the team is to make the rest human resources you brought to the project work together as a team where 1+1 is more than to manage a team it's more towards the operational aspects what is operational aspects who someone needs to take leave someone is sick and cannot come so you manage the daily work of your team so it's a very very important process in this process will happen during oh this occasion and they will be a supporting pillar to the to central product processes then after that what I need to do I need to manage my communications this is the execution of your plan so remember you built a plan base it on the stakeholders you want to engage here is the time of you making the meetings so when you say where is the status report meeting it's here exactly here in the managing communications that will support your execution then after that you need to implement risk responses Wow this is new - this is new because here I'm learning the risk responses here I'm implementing let's suppose here I plan to buy an insurance here I buy dangerous I'm planning to change something in the scope here is where I change things so this is the actions related to the plans and one thing together with the project knowledge let me put a mark here this are two new processes for the p.m. böck guide sixth edition after that I will conduct procurement by things remember here you made a decision of making buy if it's buy you need to come here and buy it so you conduct all the procurement processes based it on what day is it exactly on how you plan your procurement one important thing I said about the twins here remember between activity durations and resources twins here between stakeholder management and communication plan now I have the third set of twins conduct procurement and acquire resources why because most of the time the way you acquire resources will require a procurement process so this are presented in two separate ways but in reality they are all the same thing because you need to buy a material then you need to conduct the procurement to buy that material so this r2 process that are very well connected last but not least here in the siq you ssin you manage the stakeholder engagement so let's understand that identify my stakeholders here I plan I understood their power their influence their interests and then I created a communication plan to manage my communication with them here I'm managing it's my process to engage these stakeholders working or do I need to change let's suppose that I have a group that is very resistant to my project it is my approach working with them or not or should I change should I change my approach maybe I'm sending okay write a written report maybe I should call I don't know so but here you need to see what is happening with the stakeholder engagement is it something changing here for example someone is gain power losing in so you manage your stakeholders here these are Disick yueshen process and then we move to the monitoring and controlling process that will work together with this ik you show on the monitoring and controlling I am doing things in parallel here I'm doing the work here and making sure that the work I'm doing here is okay remember I started with integration integration and integration what I will start here integration and what do I do I will monitor and control the work so here I'm managing and directly I'm assigning tasks running with the resources towards the results here I'm saying is it everything okay it's the time I was planning here on the on the schedule is it working or not second I need to perform the integrated control change this is a really really really really important process and why this process is so important because your project will face changes a hundred percent sure of that there is no way that what you estimate that here will happen perfectly because the word has so many variabilities that it's just impossible so what do you need you need to manage this changes you need to understand and the second word that it's extremely important here is this integrated the integrated means I'm not only working scope time cost quality I'm working on everything and if there is a change how I can make this change in the way that you it will be great for the project not great for scope for example but great for the project as a whole and then what I need to do I need to do a series of work the first work I need to do is basically basically I need to validate the scope and then control the scope so I need to validate and people what's the difference here it's just that check I check the scope that's here define it in the scope statement was delivered and if something is different I need to control the scope remember all these words starting with control are subsets with disintegrated so here I'm concerned about changes in the scope of the project for example I was building a house and when I see I'm not building a house anymore I'm building a restaurant whoops what's going on here the second it's of course and obvious let me just leave here make this group here on the scope and attach this to the integration then the second one is control scandal is it something going wrong am i becoming late is there any issue on time remember here I have a schedule but maybe things are not perfect so here I can't remember here the focus is on time here scope control scope control scatter and this will be added to this integrated change control then I need to control costs so look look did you see did you see one thing that there is a lot of repetition in different areas so when you read you need to understand because if you understood one you understood oh because they are just different topics so here let's suppose let's give an example let's suppose that you estimate that cost look seven point to base it on a resource then you did on 12 point to a procurement process to hired or to buy this resource and then the resource was much more expensive than what you expected then you start running over budget then you need to control this cost so this is exactly how things work here it's a it's a very very fluid process then you need to control quality all tasks related to changes in quality will be here most of the total quality management tasks they are here most of the statistical process are here so you need to control the quality right because when you are managing the quality here they are different from what you expect on your quality management plan so look it's a very very fluid then you need to control resource ops for those with the PMBOK fifth edition this is a new process okay new process together with implement risk response and manage project knowledge so the culture resource what do I mean by that do I need to add more resources we need to reduce are the resources performing in level that I want after that I need to monitor communications remember let's go to the communication understand the communication process look here I have a plan 10.1 that is based on a certain stakeholder engagement 13.2 then during the process I manage I issue the reports the meetings whatever the phone calls and then I manage this stakeholder but maybe I need to change then I monitor because this I may update my plan or maybe I will update the way I manage so it's exactly what I'm looking here then in parallel this all happens at the same time in a very fluid way and monitor risks why because some risks that I thought oh they are no for example here I did a qualitative risk analysis on eleven point three say it's low but something happens and the risks became very very high let me give you a very quick example let's suppose that I'm importing some products and let's suppose that this products will be arriving close to the end of the year and let's suppose that the customs of my country decide to say I will close my operations between 15th of December and 15th of January this will increase dramatically your probability of having the product late so you need to monitor because the risks they change everything look look on TV what happens every day on TV things change when we are talking about monitoring risks then after that we need to control my procurement what is this this is where I make payments I receive goods I receive service so all the process that it's based on the procurements I did on this occasion so this are working together and of course very close to monitor communications very close to monitor communications item ten point three I need to monitor stakeholder engagement why because stakeholders may change so I'm managing and changing and look this again this to process they are happening almost at the same time in a very very integrated way remember here I may be come back so one thing that I'm super concerned when I'm teaching this is that people think and think wrongly that this is you know written on stone that when you do this you never come back look one more time this is wrong and this is why I'm telling you despite of of several common this is very a child 2 this is absolute it's so agile that TMI on the PM bak release it the agile practice together with this to show how agile components can be use it here can be used it here but of course if you think that you write a requirement and then it's over or that this is just putting on paper that then you are in trouble but understand one thing these are very fluid and they do not need to be very large formal but it's a more a mental process for example I'm just talking to you and presenting this and this seems to me extremely logical so I initiate a plan as a queue to monitor and then I go to the closing process so after doing this so let's suppose that my project is over I deliver so the the stakeholder the client received the product so now what I need to do I need to go to the closing process in the closing process process is basic on one integration process that is closed project or phase Y project or phase because I can use this for the project or for just one piece of the product I can do this for every single piece like a rolling wave and here I will include all the work I need to do I need to celebrate I need to hand out the documents and this what is very very important here is that in the past it used to have another process here called closing procurement and this process disappeared and was incorporated here so the closing is just this close project of phase to simplify and to unify that here you are closing basically everything so if you see the old 47 47 boxes became now 49 y 49 47 plus the three new ones 50 minus this one 49 so this is the full set of the PM BOC guide now what I want to suggest you so how you can learn this in a very simple and direct way I want to invite you please go to my website download this the link is below download this download this pieces ok they are importing is in English put the tape in the back and just play and have fun try to do it alone try to understand and with the p.m. BOC guide in your hands you can say plan procurement management I mean not sure about what is that you can go and read a little bit more you will understand the logic and everything that I showed to you today its logic its nimble and it's a child it's a job unfortunately a lot of people misunderstand this and they spend all the time just producing this it's it's like an ideology forget that what is relevant is you delivering your project I used hundreds of aspects of agile and hundreds of aspects of this it depends on which kind of project I'm doing how I'm doing the project sometimes I do all the parts sometimes I do less but this is a guideline it's exactly you start you plan you executed control and you're close in a very simple way but you don't need to say oh I'm not following the PM bak right because I'm not doing item 94.4 don't do that don't waste your time thinking about that remember the framework exists to support your project and not your life exists to support the framework think about that have fun test this and then you can read and understand the PM Bach and all this process flow in a very very easy way one last thing remember that the air of that goes both sides this is exactly why I don't want you to consider this waterfall because the water that falls that it's not come back here what I'm telling to you and ANSI is telling to you and P it's that everything can come back and most of the time everything comes back to be fix it because the the perfect conditions do not exist your project think about that practice and good look