PMI® Authorized Certified Associate in

Project Management (CAPM)®

Exam Prep Course

Project Work
and Delivery
Getting the Job Done

©2023 Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI ® Workshop.
1
In this
Session: • Planning and managing procurement

• Engaging stakeholders

• Managing project communications

• Managing risk

• Quality management

• Project controls and forecasting

• Project integration

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2
Planning and Managing Procurement

©2023 Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI ® Workshop.
3
Procurement
Management
A set organizational function with detailed policies and
procedures to specify who can sign contracts (legally binding
commitments).

While you are unlikely to be involved in plan procurement

management, you should understand what a procurement
contract is and recognize the various categories of contracts.

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4
What Is a
Procurement A mutually binding agreement that obligates the
Contract?
seller to provide specific products and services
and obligates the buyer to provide money or
other valuable considerations in return for them.

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5
What Is a
Statement A narrative description of products, services, or
of Work
results to be delivered by the project.
(SOW)?

Project Management Institute.

(2023). Process Groups: A
Practice Guide.

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6
Types of
Procurement
Contracts

Fixed-price Cost-plus Time and

materials

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7
Fixed-Price
Contracts

FIXED-PRICE
CONTRACT
The seller—the party providing the product or service—takes the
greater risk.

Developing a detailed specification is critical.

EXAMPLE
TICKETS!
Its possible for the seller to take a loss on the product or
service.

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8
Cost-Plus
Contracts

COST-PLUS
CONTRACT
The seller is paid for the actual costs incurred plus a fee or
margin representing the seller’s profit.

The buyer—the party obtaining the product or service—takes the

EXAMPLE
TICKETS!
greatest risk.

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9
Time and
Materials
Contracts

MATERIALS
CONTRACT

TIME AND
The buyer takes the greatest risk.

Most suitable for projects with a high-level initial scope and

EXAMPLE
TICKETS!
specifications.

Additions and changes can make this an open-ended contract

that puts the buyer at the mercy of the seller for the added cost of
modifications.
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Bid Document
Procurement contract Statement of work Background context

Published to a variety of subscriber organizations as a way to

advertise that work is available

Bid document

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Bid
Submission

Bid submission

May be regulated by various levels of government to ensure

fairness or diversity

Internal organizational policies may require obtaining bid

submissions from a particular number of possible sellers

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Types of Bid

REQUEST FOR
INFORMATION
Documents

PROPOSAL

REQUEST
FOR
Request for Request for Request for
Information Proposal Quotation

QUOTATION

REQUEST
FOR
Tickets!
Examples

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13
Request for
Information

Buyer asks for information to help understand what might be

possible as a solution for the requirements.

Requests for information normally do not ask for a price; their

objective is to obtain information..

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14
Request for
Proposal

Asks the vendor to propose details of the recommended

solutions and supply the proposed cost for the products or
services

The buyer reviews each submitted bid to determine how each

seller intends to solve the requirements, and then chooses the
best combination of solution and cost.

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15
Request for
Quotation

Specifies the exact requirements in detail and the detailed

methods required for the installation or construction, combined
into a statement of work.

The seller bids a quotation of cost for that requirement, as

stated in the statement of work.

The quotation might also involve an estimated timeline for

implementation.
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Bid
Potential bidders often have questions about the specifications
Conferences
or terms in the solicitation document.

It may be more prudent to allocate a particular time and place to

allow sellers interested in submitting a bid to ask questions and
gain clarification.

A meeting set up for this purpose is known as a bid conference.

©2023
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17
Bid Walk
Through

For projects that involve on-site delivery of services, sellers need

to visit the site to understand the full context of the requested
work to determine a proper bid for services or products.

This type of on-site bid conference is known as a

bid walk through.

©2023
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18
Control
Procurements
Process Manages the relationship between the buyer and the seller

The goal of involving external contractors or vendors is to:

• Reduce project risk by involving an experienced

team
• Obtain a particular product or service that cannot
be delivered internally.

Failure to follow contract management best practices may

result in new risks.

©2023 Project Management Institute, Inc. All rights reserved.

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19
Project
Management
Game:
Types of 1
Request for Information
Solicitation
Documents
Request for Proposal 2

Request for Quotation3

X X X

©2023 Project Management Institute, Inc. All rights reserved.

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20
Project
Management
Game:
Types of Fixed-Price 1
Procurement
Contracts
Cost-Plus 2

X X X Time and Materials 3

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21
Engaging Stakeholders

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22
Key

STAKEHOLDERS
Tickets!
Stakeholder

IDENTIFY
Examples
Management
Processes

STAKEHOLDER
ENGAGEMENT

PLAN
Identify Plan Monitor and
stakeholders stakeholder manage

MONITOR/ MANAGE
engagement stakeholder

STAKEHOLDER
ENGAGEMENT
engagement

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 Stakeholder Register

Name Title Role Interests Power Requirements Expectation Influence

s
Star talent
Tickets!
development
team
Tour sponsor
Concert
production crew
Fans

STAKEHOLDER
REGISTER
Press
Marketing
department

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Levels of
Engagement Unaware

Resistant

Neutral

Supportive

Project Management Institute,

Leading
Inc. (2023). Process Groups: A
Practice Guide.

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How Do You
Move Unaware
Stakeholders
from
Resistant to Resistant
Supportive
Neutral

Supportive

Leading

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26
Stakeholder
Engagement
Assessment Name Unaware Resistant Neutral Supportive Leading
Matrix (SEAM) Tom Dwyer C D
Jessica Houston C D

Assessment Matrix
Engagement
Stakeholder
Key:
C = Current level of engagement
D = Desired level of engagement

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27
Power Interest Matrix

Keep Manage
Categorize the stakeholders who have
Satisfied Closely
increasing power and interest in

Power
your project.

Keep
Monitor
Two variables: Informed
• Power on the y axis
• Interest on the x axis
Interest

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Three
Possible
Solutions

Engaging Incentivizing Isolating

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29
Fill Out the
Stakeholder
Engagement
Assessment
Matrix

Remember to note both the current and desired levels of

engagement for each stakeholder.

18

Copyright 2023
©2023Project
Project
Management
Management Institute,
Institute,
Inc.Inc.
All rights
All rights
reserved.
reserved.
This
Thismaterial
material
is is
being
being
provided
providedasaspart
partofof
a PMI
a PMI Workshop.
®
Workshop.
30 30
Managing Project Communications

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31
Projects
Frequently Fail
Because
of Poor
Communication

Copyright©2023
2023© Project Management Institute, Inc. All rights reserved.
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32
Critical
Communication
Skills

Project Management Institute,

Inc. (2023). Process Groups: A
Practice Guide.

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33
Critical
Communication
Skills

Listening actively and effectively

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34
Critical
Communication
Skills

Questioning and probing

to ensure better understanding

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35
Critical
Communication
Skills

Setting and managing expectations

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36
Critical
Communication
Skills

Motivating to perform an action or provide

encouragement or reassurance

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37
Critical
Communication
Skills

Coaching to improve performance

and achieve desired results

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38
Critical
Communication
Skills

Negotiating to achieve mutually acceptable

agreements between parties

©2023 Project Management Institute, Inc. All rights reserved.

39
This material is being provided as part of a PMI ® Workshop.
39
Critical
Communication
Skills

Resolving conflict
to prevent disruptive impacts

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40
Critical
Communication
Skills

Summarizing, recapping,
and identifying the next steps

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41
Processes
Associated
with Project
Plan Communications Management
Communication
Management

Manage Communications

Monitor Communications
Project Management Institute,
Inc. (2023). Process Groups: A
Practice Guide.

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42
Key
Requirements Analyze communication needs
for Effective of all stakeholders
Communication
Determine communication methods,
channels, frequency, and level of detail
for all stakeholders

Communicate project information

and updates effectively

Confirm that communication is understood

and feedback is received

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43
Which Group
Does It Fit In?

Critical Process Key

skill requirement

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44
Which Group
Does It Fit In?

Motivating to perform an action

or provide encouragement or reassurance

Critical Process Key

skill requirement

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45
Which Group
Does It Fit In?

Communicate project information

and updates effectively

Critical Process Key

skill requirement

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46
Which Group
Does It Fit In?

Plan Communications Management

Critical Process Key

skill requirement

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47
Communication
Model
Message

Medium

Sender Receiver

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48
Communication
Blockers
Message

Medium

Sender Receiver

Blockers

Filters Barriers

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49
Communication
Filters Difference in language, culture, and terminology

Psychological and sociological differences

Dysfunctional emotional behaviors

Different educational backgrounds

Traditions (the way it has always been done)

Talking past each other

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Communication
Barriers

Poor internet connection

A resistant mindset

Acceptance misinformation as fact

Interpersonal conflict

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51
Communication
Methods

Communication Method When Used

Formal written Project charter, project plans, project reports,
contracts
Formal verbal Presentations, updates, and briefings
Informal written Memos, emails, and notes
Informal verbal Casual conversations

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52
Push or Pull?

Push
Push Pull

Use for high-priority Use for lower-priority

Pull
information or high-priority information or lower-priority
stakeholders stakeholders

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53
Putting
Together a
Communications
Management
Plan

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54
Answering
Five Critical
Questions
What is being communicated?

Why is it being communicated?

To whom is it being communicated?

How is it being communicated?

When is it being communicated?

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55
Typical List of process deliverables to be included in the project
Contents
List of meetings required

Communication requirements analysis

Policies for communication

Procedures and technologies to be used

Escalation procedures

Revision procedures

NOTE
Glossary

Appendix
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56
Managing Risk

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57
Processes
Associated Plan Risk Management

with Risk
Management Identify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses

Implement Risk Responses

Project Management Institute.

(2023). Process Groups: A Monitor Risks
Practice Guide.

©2023 Project Management Institute, Inc. All rights reserved.

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58
Dealing with

AVOID
Threats

TRANSFER
Avoid Transfer Mitigate

MITIGATE
ACCEPT
Accept Escalate

A Guide to the Project After a set of risk responses has been developed, it should be

ESCALATE
Management Body of
Knowledge (PMBOK® Guide) reviewed to see whether the responses planned have created
– Seventh Edition
any secondary risks.
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59
Taking

Exploit
Advantage of
Opportunities

Escalate
Exploit Escalate Share

Share
Enhance
A Guide to the Project Enhance Accept
Management Body of

Accept
Knowledge (PMBOK® Guide)
– Seventh Edition

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60
Threat or
Opportunity? We can get Mary in again to do
custom artwork for the Tickets!
website. She works fast and is
on-style for the Tickets! brand.

Threat Opportunity

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61
Threat or
Opportunity? The Canadian parliament is
considering legislation to strengthen
privacy protections for online
purchases.

Threat Opportunity

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62
Threat or
Opportunity? Wyocroft would like to release some
previously unreleased Tracy Fastone
songs through the Tickets! platform before
releasing them to other outlets.

Threat Opportunity

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63
Quality Management

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64
What Is
Quality? The degree to which a set of inherent characteristics
fulfills requirements.

A Guide to the Project

Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition

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65
Process
Groups
Associated
with Quality
Management
Plan Quality Management

Manage Quality

Control Quality

Project Management Institute.

(2023). Process Groups: A
Practice Guide.

©2023 Project Management Institute, Inc. All rights reserved.

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66
What Is the
Cost of All costs incurred over the life of the product by
Quality?
investment in preventing nonconformance to
requirements, appraisal of the product or service
for conformance to requirements, and failure to
meet requirements.

A Guide to the Project

Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition

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67
Cost of
Quality
Methodology

NOTE
Prevention Appraisal Internal failure External failure
costs costs costs costs

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68
Change Gets
More
Expensive Cost of Change
Over Time
150x

Cost
50x

20x
1x 5x

Requirements Design Build Test Production

Phase Detected

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69
Quality
Management
Tools
Management reviews, walk-throughs, and inspections

Cause-and-effect diagrams

Pareto analysis

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70
Cause-and-
Effect or PEOPLE PROCESS EQUIPMENT
Ishikawa
Diagram
Weekend Staffing Shortages Takes too Long Delivery Car Issues

Quilt Frequently Wrong Addresses Captured Insufficient Oven Capacity

Low Wages No App Old Equipment

PIZZA
DELIVERY
CUSTOMER
Not Enough Cars Supply Chain Issues Poor Training
COMPLAINTS

Poor Point-of-Sale System High Temperatures in Kitchen Poor Leadership Skills

Cause Flooding During Rain Poor Communication

MATERIALS ENVIRONMENT MANAGEMENT

Ishikawa, Kaoru (1968). Guide

to Quality Control. Tokyo:
JUSE.
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71
Pareto Chart
130

Frequency
50

32

24
16
8

People Process Equipment Material Environment Management

Reported Causes

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72
Control Week 1 2 3 4 5 6 7 8 9
Charts Defects 3 5 2 7 4 5 3 4 2

Moving range - 2 3 5 3 1 2 1 2

12

10

-2

-4
1 7

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73
Six Sigma

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74
Which Chart
Should You
Use?
What went wrong with Tracy
Fastone Tickets! sales?

Ishikawa diagram Pareto chart Control chart

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75
Which Chart
Should You
Use?
Figuring out whether the
Tickets! project is on track

Ishikawa diagram Pareto chart Control chart

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76
Which Chart
Should You
Use?
Figuring out what the most important
feature to finish first will be

Ishikawa diagram Pareto chart Control chart

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77
Project Controls and Forecasting

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78
Earned Value
Management
(EVM) Tools

Copyright ©2023
©2023
Project
Project
Management
Management Institute,
Institute,
Inc.Inc.
All rights
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reserved.
reserved.
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Thismaterial
materialisisbeing
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Earned Value
Analysis (EVA)
Total Budget Time Now

Budget

$ Actual Costs

Time

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80
EVA Metrics:
Planned Value
and Earned Planned value (PV) is the authorized budget assigned to
Value
scheduled work.

Earned value (EV) is the measure of work performed expressed

in terms of the budget authorized for that work.

Actual cost (AC) is the realized cost incurred for the work
performed on any activity during a specific time period.
Project Management Institute.
(2022). A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition.

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81
EVA Metrics:
“The amount of budget deficit or surplus at a given point in
Cost Variance
time, expressed as the difference between the earned value
and the actual cost.”

CV = EV - PV
Cost Variance = Earned Value - Planned Value

Project Management Institute.

(2022). A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition.

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82
EVA Metrics:
Schedule “A measure of schedule performance expressed as the difference
Variance between the earned value and the planned value.”

SV = EV - AC
Schedule Variance = Earned Value - Actual Cost

A positive SV indicates your project is ahead of schedule;

Project Management Institute. an SV of zero indicates your project is precisely on schedule;
(2022). A Guide to the Project
Management Body of a negative SV indicates your project is behind schedule.
Knowledge (PMBOK® Guide) –
Seventh Edition.

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83
EVA Metrics:
“The cost performance index a measure of the cost efficiency of
Cost
Performance budgeted resources expressed as the ratio of earned value to

Index actual cost.”

CPI = EV / AC

Earned Value
Cost Performance Index =
Actual cost incurred

Project Management Institute. <1 Over budget =1 On budget >1 Under budget
(2022). A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition.

©2023 Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI ® Workshop.
84
EVA Metrics:
Estimate at “The expected total cost of completing all work expressed as the
Completion sum of the actual cost to date and the estimate to complete.”

EAC = BAC / CPI

Budget at Completion
Estimate at Completion =
Cost Performance Index

Project Management Institute.

(2022). A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition.

©2023 Project Management Institute, Inc. All rights reserved.

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85
EVA Metrics:
Estimate to
Complete “The expected cost to finish all the remaining project work.”

ETC = EV / AC

Earned Value
Estimate to Complete =
Actual Cost

Project Management Institute.

(2022). A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition.

©2023 Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI ® Workshop.
86
EVA Metrics:
Estimate at Completion (EAC) is the expected total cost of
Estimate at
Completion completing all work expressed as the sum of the actual cost to
date and the estimate to complete.

BAC
EAC =
CPI

EV
CPI =
AC

A Guide to the Project

Management Body of
Knowledge (PMBOK® Guide)
– Seventh Edition

©2023 Project Management Institute, Inc. All rights reserved.

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87
EVA Metrics:
Estimate to Estimate to Complete (ETC) is the expected cost to finish all the
Complete remaining project work.

ETC= EAC- AC

A Guide to the Project

Management Body of
Knowledge (PMBOK® Guide)
– Seventh Edition

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88
EVA Metrics:
Variance at Completion (VAC) is a projection of the amount of
Estimate to
Complete budget deficit or surplus, expressed as the difference between the
budget at completion and the estimate at completion.

VAC = BAC - EAC

Project Management Institute.

A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition

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89
Putting These
Three
Together Estimate at Completion (EAC)

Budget at Completion (BAC) Estimate to

Complete
(ETC)

PV

Cost
AC

EV
Planned Value (PV) Curve
Actual Costs (AC) Curve
Status Date Earned Value (EV) Curve

Time

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Project Integration

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Bringing It All
Together These processes don’t exist independently
of one another

Bringing them all together

into a cohesive whole is what
project management is all about
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Putting
Together a Determining an appropriate development methodology
Project
Management Integrating all project planning activities
Plan
Executing the project with the required urgency

Managing project changes

Managing project artifacts

Planning and managing project closure

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Project
Integration Network
Diagram
Scope WBS
Project
Statement
Charter
Objects Activities
Gantt Chart
Schedule

Stake- Justification, RBS

holders Objectives
Time-Phased
Requirements Resources Project Budget
Analysis

Reports

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Wrapping Up

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Summary
• Planning and managing procurement

• Engaging stakeholders

• Managing project communications

• Managing risk

• Quality management

• Project controls and forecasting

• Project integration
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Next:
Adaptive Approaches

©2023
©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI ® Workshop.
97