project team a set of individuals who support the project manager in performing the work of the project to achieve its objectives on the exam it's highly testable that you understand your people's roles and responsibilities the project team is the general term of everyone associated with your project as we move through there then we won't understand the different roles of the functional leader the project manager the program manager Etc please pay very close attention to all the rules because you will need to know them stakeholder this is an individual a group or an organization that may affect be affected by or even perceive itself to be affected by a decision activity or outcome of a project program or portfolio the idea here is anyone who believes that they have some sort of interest in your project whether it's real or not so you could be a stakeholder to your to your business to your neighbor doing something in their yard even though it really has very little to no effect on you because you could call the county and ruin their day with a simple phone call foreign register this is a list or a document a list of individuals or organizations who are stakeholders those are actively involved in the project whose interests may be negatively or positively affected by the performance or completion of the project and whose needs or expectations need to be considered so the stakeholder register is basically a list of who they are what they care about their influence their Authority what they you know what their beef is so to speak so that way we can manage them as a team foreign this is a document a common type of responsibility assignment Matrix which identifies who is responsible who is accountable who must be consulted and who must be informed along with their statuses so we can Define their involvement of these stakeholders in the project activities when my wife went back to work after taking a couple years off several years off to to raise our children we had the summer of chaos where nobody knew what to do so she created a racing chart stuck it on the refrigerator so we all knew what was expected of us uh because we quite frankly needed that supervision because she was basically doing it all while while she stayed home so we knew what when and where has to be done and by whom that's a racy chart Resource Management plan this is the document that identifies resources and how to acquire allocate Monitor and control them generally speaking the resource management plan is broken out into two main areas people and some PMI calls physical resources people are your internal team members that are assigned to your project along with their roles and responsibilities physical resources can be broken out into equipment or supplies such as bulldozers such as diesels such as trailers supplies such as paper and pen so both of those items whether human or physical are managed under the resource management plan team charter a document that enables the team to establish its values agreements and practices as a as it performs its work together please remember that team charter is basically the ground rules that us internal team members must comply with don't get that confused with ground rules which is coming up next ground Rules by its by its own definition ground was by itself is a charter for external people the team charter are ground rules for internal people ground rules as defined in the team charter clear expectations set regarding the code of conduct for the team members when you see ground rules the first thing I want you to think on exam day is setting ground rules for external people affecting your project the team charter uses ground rules but it's embedded in the team charter for internal team members so don't get that confused so on the PMP exam day they're not going to say ground rules for internal team members they will likely say team charter but they will use ground rules for external team members such as keeping your nosy neighbor out of your business while you're doing a landscaping project in your front yard foreign judgment this is Judgment 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 basically it's using the Judgment of the experts but only within their area of expertise so you would not get an expert judgment from me about how to prepare a transmission because I don't know anything about a transmission you better ask me questions about project manager because that's the only thing I'm pretty good at foreign calendars this identifies working days shifts and when specific resources such as human and physical are made available to the project basically a resource calendar says when you are available for work and also when you're going to get that bulldozer or that backhoe in for the organ for you to work on the project a resource calendar shows when new people and Equipment will be available for your project Lessons Learned register a project document used to record knowledge gained during a project so that it can be used in the current project and entered in the Lessons Learned repository basically it's the document where we file everything we've learned for this project and we add it to the lessons that were learned from previous projects so future project managers can gain a foothold on saving themselves a bunch of headaches project Charter a document issued by the project initiator or sponsor not the project manager initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities think of this the project Charter is written by the project manager's boss along with the customer documenting those high level things they want to see in the project such as high level requirements high level schedule high level risks high level budget all those things are documented in the charter and then the project manager once assigned to the project will take that project Charter and create a very detailed project management plan interesting consensus this is a collaborative process to reach a decision that everyone can support it's kind of the idea to agree to disagree kind of thing where we all agree on something doesn't necessarily mean that we like the idea but we can support it that's a consensus rolling wave planning this is an iterative planning technique in which the work to be accomplished in the near term is planned in detail while the work and the future is planned at a higher level with less detail the idea is sometimes we can plan the things that are right in front of us if you're building a five mile long fence and you know that the first three miles of that fence is a nice steady flat ground then you can start working on that but maybe you leave that last two miles which is over a slumpy area maybe over some hills maybe maybe some rocky areas you leave that towards the end because you may need more details to plan that out so we start planning the stuff up front while the team is working on that we start planning the stuff in the back Progressive elaboration this sounds a lot like uh rolling wave planning but this is the iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available so Progressive elaboration is a management approach that we decide up front that we're going to say we're going to progressively elaborate this project because we really don't know where to go once we get to the end of this little piece we're working on rolling wave planning was where we know there's stuff in the back that we have to plan and we have an understanding of it Progressive elaboration is the understanding that we might go left and right when we finish we finish this first piece so let's allow ourselves the idea to go left or right which could be a lot different uh options so Progressive elaboration is more of the management approach because we just don't know the details we know in Rolling wave planet that we're going to put a fence over a swamp or over a rocky area we know that Progressive elaboration we may decide that we're not going to put a fence up we're going to go with a with some sort of different approach predictive life cycle this is a management approach to determine the project scope time and cost in the early phases of the life cycle this is where the project sponsor and the team and the project manager decide that we that the requirements are steady enough that we can collect all the requirements up front or at least most of the requirements up front because we know what they're going to get at the end for example building a home or a landscaping project we can predict all of the steps along the way so we can collect all the requirements up front don't confuse that with adaptive where we don't know all the requirements up front so we allow ourselves a little more fluidity or flexibility along identifying requirements as we move along the way that's that is adaptive predictive is not that predictives I need to know everything up front before we before I fire the start gun scope management plan this is a component of the project or program management plan that describes how the scope will be defined developed monitored controlled and validated basically it's a plan on how you're going to control what the customer wants compared to what we're going to deliver to them compared to what we actually did deliver to them that is the idea that we think up front before we start making stuff of how we're going to capture everything the customer wants and make sure that we don't deliver an excess of what they want because remember delivering in excess of what the customer wants is called scope creep creep scope creep and PMI says that's a bad thing is when you let your when you allow scope free project requirements what is an accurate what is a requirement well these are the actions processes or other conditions the project needs to meet such as Milestone dates contractual obligations constraints uh basically it's what do you expect to be done and then if it gets approved it becomes an actual requirement so we have to make sure that the project requirement requirements are clearly written to ensure that we know what the customer is expecting so we don't deliver something that doesn't meet their needs product not project product requirements this is the agreed upon conditions or capabilities of a product service or outcome that the project is designed to satisfy so this means that the product must do something such as the product requirement for a garage door opener might mean that when you push the button the garage door opens and closes where a project requirement could be that I just want access to my garage and be able to secure it so they may they may be too different between project and product remember product are the features that it must do yeah project scope this is the work performed to deliver a product service or result with the specified features and functions project scope may include both product and project scope so project scope means what does all the project have to deliver for example the garage door must open and it must lock it must not be able to be picked by a vandal or a thief it must not Crush my my material in case it comes down so I should be able to come back up for those emergency things so project scope is everything that that garage door is going to do in that example product scope this is what features and functions characterize that product service or result so the idea that your garage door opens and closes product scope might mean that it doesn't slam down or it doesn't jerk up real hard or maybe uh it it doesn't come up if if you push the wrong button for example maybe your neighbor opens their garage door and opens up yours product scoop is everything that's involved not just the features of what it must do but also the functions of everything along the way