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Interviews are among eight tools and techniques used in the Collect Requirements process. Through interviews, which are often conducted “one-on-one”, experts can aid in identifying and defining the features and functions of the desired project deliverables. An interview is a formal or informal approach to discover information from stakeholders by talking to them directly. It is performed by asking prepared and spontaneous questions and recoding the responses.

Note: Interviews may involve multiple interviewer and/or multiple interviewees.

Expert Judgment is the only entry in Tools and Techniques section in Monitor and Control Project Work. It is used by the project management team to interpret the information provided by the monitor and control processes. Through this, the project manager, in the collaboration with the team, determines the actions required to ensure project performance matches expectations.

PMIS

The Project Management Information System (PMIS) is an information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems. It is the parent of the change control process. It is a system that includes all of the change control processes for scope, time, cost, and procurement. Configuration management is part of the PMIS. PMIS is used during the Direct and Manage Project Execution effort.

Expert Judgment

In order to assess the inputs needed to direct and manage execution of the project management plan, expert judgment is required. It applies to all technical and management details during Direct and Manage Project Execution process. The expertise is provided by the project manager and the project management team using specialized knowledge or training. For smooth process execution, additional sources are also utilized for getting the expertise:

• Other units within the organization
• Consultants
• Stakeholders, including customers or sponsors
• Professional and technical association.

Expert Judgment

During the development of project management plan, expert judgement is used for various processes. Expert judgment is utilized to determine -

• resources and skill levels needed to perform project work,
• which project documents will be subject to the formal change control process.

It is also utilized for defining the level of configuration management to apply on the project. Expert judgement is a prime technique for developing technical and management details to be included in the project management plan.

Expert Judgment

Expert judgment is used to assess the inputs used to develop the project charter. Expert judgment and expertise is applied to any technical and management details during the process. Any individual or group with specialized knowledge or training provides such expertise. Such judgment and expertise can be provided by many resources that includes the following:

• Stakeholders, including customers or sponsors
• Consultants
• Professional and technical associations
• Industry groups
• Subject matters experts (SMEs)
• Other units within the organization
• Project management office (PMO)

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Earn Value Management

Earned Value Management (EVM) is a project management technique for measuring project performance and progress in an objective manner. EVM has the ability to combine measurements of scope, schedule, and cost in a single integrated system. Earned Value Management is notable for its ability to provide accurate forecasts of project performance problems. Early EVM research showed that the areas of planning and control are significantly impacted by its use; and similarly, using the methodology improves both scope definition as well as the analysis of overall project performance. More recent research studies have shown that the principles of EVM are positive predictors of project success.

Here are some videos that will help you to understand the concepts:

Earn Value Management Part 1 – Basic Concepts

Earn Value Management Part 2 – Calculating Variance and Index values

Earn Value Management Part 3 – Forecasting / Looking Ahead

Few References

Humphreys, Gary (2001). Project Management Using Earned Value. Humphreys and Associates. ISBN 0-9708614-0-0

Philipson, Erik and Sven Antvik (2009). Earned Value Management. Elanders Sverige AB. ISBN 978-91-977394-5-0

Project Management Institute (2005). Practice Standard for Earned Value Management. Project Management Institute. ISBN 1-930699-42-5

Hi Guys!

Apart from course books for PMPs, this book has something that you can say the practical approach of  Project Management.

This book describes the attributes, procedures, and policies that reflect sophisticated organizations. The main theme is the notion that project management success requires the presence of three major components: skilled individuals, productive teams, and a project-friendly enterprise. It emphasizes the integrative and multi-faceted approach that enterprises must take in order to achieve success in project management. The major topics presented are intended to set the stage for the discussion on an integrative approach, rather than a treatise on each of those topics.

This is a practical, hands-on book addressing the importance of project management sophistication and supporting the concept of the project management office. It   outlines the three key components of enterprise project management success, highlighting the importance of each. Candidates can use checklists and simple diagrams available in the book for effective learning. I am sure that Project Managers in all industries can benefit from this book.

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A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development. Many other fields in the production, design and service industries also have project managers.

A project manager must posses the following seven skills:

• Communications Skills: Communications skills are part of general management skills and are used to exchange information. Communicating has many dimensions:
  • Written and oral, listening, and speaking.
  • Internal (within the project) and external (customer, the media, the public).
  • Formal (reports, briefings) and informal (memos, ad hoc conversations).
  • Vertical (up and down the organization) and horizontal (with peers).

  Communication is the most important skill that a project manager must posses. It is the single most important characteristics of a top-class project manager. Project managers must communicate well in order to integrate and maximize the performance of team members. Oral and written communications are the backbone of every successful project. During different phases of a project, a project manager requires to communicate through different manners (for example, documentation, meeting updates, etc.) and he must ensure that the information communicated is explicit, clear, and complete.

• Organizational Skills: Organizational skills are part of management skills to organize various aspect of a project to complete it successfully. A good project manager uses these skills to successfully organize his meetings, keeping documentations, quotes, contract, etc., and can fetch them out at any given moment. Organizational skills also include planning and time management skills.
• Budgeting Skills: Budgeting skills include the knowledge of finance and accounting principles. A project manager requires these skills in order to perform cost estimates for project budgeting. Reading and understanding quotes, preparing and overseeing purchase orders, and reconciling purchase invoices are part of budgeting skills. In order to make budget of a project, these skills are very helpful for a project manager.
• Problem Solving Skills: Problem solving skills include defining and analyzing problems, and then taking decision to solve them by implementing those decisions. Every project manager must posses the problem solving skills. Problem solving is a two-fold process:
  • Define problems.
  • Take decision and implement it.

  A project manager is responsible for determining the best course of action to take to resolve the problem.

• Negotiation and Influencing Skills: Negotiating skills includes demanding and convincing others for the rightful thing or act. A project manager needs this skill to negotiate on projects in almost every area such as scope definition, budgets, contracts, resource assignments, schedule, etc. Influencing skills include the convincing power of a person. It is an ability to change minds and the course of events. A good project manager requires these skills to utilize them in all areas of project management.
• Leading Skills: Leading skills of an individual include vision, gain consensus for strategic goals, establish direction, and inspire and motivate others. Leadership is one of the required characteristics of a project manager. A project manager must understand the leadership and management are two different qualities and he must know when to switch on between the roles.
• Team Building and Human Resources Skills: Team building skills include working with different individuals from different parts of the organization. The team building and human resources skills are must for a project manager. A project manager sets the tone for the project team and helps the team members through the various stages of a project.

Overall project managers should know a little bit about a lot of things. They must be excellent communicators. They must have the ability to motivate people, and they can make hard decisions when required.

Interested in PMI membership? Here is a link where you can get full information regarding PMI Membership-

http://www.pmi.org/Membership.aspx

PMI membership signifies that you’re serious about your project management career and your professional development. It highlights this dedication to employers, colleagues and stakeholders, giving you an edge in the job market. It also provides you with access to valuable knowledge, networks and resources that help you improve and advance.

The Project Management Information System (PMIS) is an information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems. It is the parent of the change control process. It is a system that includes all of the change control processes for scope, time, cost, and procurement. Configuration management is part of the PMIS.

PMO

The Project Management Office (PMO) in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management, within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance, and metrics on the practice of project management and execution. PMO tasks include following up a project until its completion and reporting to the top management in a strategic purpose.