In PMP Exam, We might get lot of questions related to Integrated Change Control and How to handle the Change Request.
I thought it would be good to share the knowledge on Change Control.
To be clear,
- In initiation phase,
Before Project Charter is approved by sponsor, Any change request raised can be included.
After Project is approved by sponsor, Any change request need to approved by sponsor.
Vice versa for the rest of the things as per the table given above.
Any change request which affects the cost, scope and time baselines need to under go below process.
References -
Rita Mulcahy - PMP Exam Prep - 8th Edition Page No 140.
http://www.izenbridge.com/blog/integrated-change-control-sequence-of-change-request/
I thought it would be good to share the knowledge on Change Control.
Before Approval Scenario | After Approval Scenario | |||
Process group | Changes Request Raised on | Approval Required for Changes? | Approval Required for Changes? | Approving Authority |
Initating | Project Charter | No | Yes | Project Sponsor |
Planning | Project Management Plan | No | Yes | CCB - Change Control Board |
Execution | Any Documents Changes Cost, Scope and Time | Yes | CCB | |
Monitoring and Control | Any Documents Changes Cost, Scope and Time | Yes | CCB | |
Closure | Any Documents Changes Cost, Scope and Time | Yes | CCB |
To be clear,
- In initiation phase,
Before Project Charter is approved by sponsor, Any change request raised can be included.
After Project is approved by sponsor, Any change request need to approved by sponsor.
Vice versa for the rest of the things as per the table given above.
Any change request which affects the cost, scope and time baselines need to under go below process.
References -
Rita Mulcahy - PMP Exam Prep - 8th Edition Page No 140.
http://www.izenbridge.com/blog/integrated-change-control-sequence-of-change-request/
Finally I'm PMP Certified. :)
I thought of sharing my PMP experience and some tricks for reading easy way for clearing. Hope it helps. :)
I thought of sharing my PMP experience and some tricks for reading easy way for clearing. Hope it helps. :)
PMP Certification Requirements
The given below link has a diagram clearly explains the
process what is the requirements
Studying order
Step
|
Book
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Pin tip Memory
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Read & Understand
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Try Test
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Comments/ Link
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1
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47 Process with Input, Tools and Techniques and Output
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X
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Single Page PDF file, This is the key for clearing PMP.
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||
2
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PMP Study Notes-Edward.pdf
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X
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|||
3
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PMP Exam Prep 8th Edition - Rita Mulchay
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X
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X
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Read and Add the points in Step 2 Edward book. It serves as
quick reference
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4
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PMBOK
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X
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Read and Add the points in Step 2 Edward book. It serves as
quick reference
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||
5
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PMI Org - Search - Chirstoper scordo - PMP Lite Mockup Tests - 2013 Edition
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X
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You should have PMI Membership for accessing this book. Has around 18 mock-up tests with each 50 questions.
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Other Mockup Sites can be used
EV Calculation
Quiz Sample
EMV Sample
PTA Sample
Some more tips on important areas
S.No
|
Topic
|
Material to refer
|
1
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Handling Change Request Scenarios
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Read on Rita Mulchay –
Page No 140
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2
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Different type of Contracts like FPIF, Cost reimbursable, T
& M. Which is more benefit and risk
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Read on Rita Mulchay –
Page No 481
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3
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Different type of Communication methods – Interactive, Push and
Pull
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Try more sample questions on Christoper Scordo
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4
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7 Quality tools and its concepts and which scenerio we use which
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5
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Diff type of Tuckman Model and Conflict Management
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6
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Resource Optimization techniques, Fast tracking and Crashing
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7
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Different types of Analytical techniques
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8
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Different types of Facilitation techniques
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9
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Practice on Earned Value and EMV, PTA
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Try more sample questions on Christoper Scordo
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10
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10 Types of Knowledge area management Plans + 4 other plans
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11
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Different type of Activity on Node
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12
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Different type of Presentation Formats and Reports
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Status Reports, Milestone Chart, Performance reports, etc.
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13
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Different type of Cost types and their Controlling level
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14
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Quality management Concepts
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Zero Defects, Fitness for use, Kaizan, Six Sigma, TQM, CMMI
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15
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What is RACI
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16
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Motivational and Leadership Theories - HR Management
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17
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Risk Averse and Risk Prone
|
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18
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Difference between Qualitative and Quantitative Analysis
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19
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Quantitative Analysis Tools
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20
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Salience Model
|
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21
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Difference between bribe and fee
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22
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Concepts like Bait and Switch, Fiat Accompli, Force Majure
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23
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Cost of conformance and Non conformance
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https://www.linkedin.com/pulse/how-managers-become-engaging-people-leaders-douglas-brown?trk=pulse-det-nav_art
Are your Employee Engaged? How Do they Feel About Their Work?
We recently saw some interesting but disappointing statistics (see graphic below) about how engaged employees view their work and careers and their potential for positive contributions to the organization.
Do your managers understand the role they play in the engagement process? Are they committed to engagement? Have your managers been trained in engagement techniques and people skills? This information will enable leaders and managers to understand the key drivers that will help engage employees
Recommendations:
- Take time to discuss projects with employees. Where are their challenges? What are their roadblocks? What resources do they need? How can you help them?
- Are you encouraging employees? Are you finding examples of progress they have made and comment on it? Can you acknowledge their growth and suggest additional steps they can take to continue development?
- Have you recognized something positive they have done or accomplished recently? How do they like to be recognized? Formally? Informally? Can you offer appreciation for their efforts and extra time they put in on a company project or the extra time they stayed to help get a product out on time? Can you offer a comment about them in the company newsletter?
- Have you asked them about how they see their career developing? Have you inquired about what type of training would help them take a step in helping them meet their career aspirations?
- Do you help employees interact with one another? Do you encourage teamwork and collaboration? Do you find ways to celebrate achievements together so that everyone can feel special and part of the team?
- Do you take time to understand your employee’s needs? Are you aware of the personal challenges they face? Have you offered support and assistance? Have you treated them with respect and dignity? Are you emotionally responsive to their feelings and needs?
- Have you helped them find meaning in their work and explained how they fit into the bigger picture? Have you shown them how, where and why their contribution are important and how they have helped the company? Do they have a way to measure and track their own performance?
- Have you asked their opinions on department goals? Have you inquired how they feel the job could be done better? Do you encourage all employees to speak up and seek out their thoughts on company projects and matters that affect their work and take their suggestion and ideas into consideration and explain why or why not they can’t be implemented?
- How can you support them to provide quality in their work? Do you foster open communication so that expectations are understood and acted on? Do you allow employees to see their colleagues at work and interact and collaborate with them in order to understand issues and challenges and work collectively towards improvements?
- What are your employee’s unique motivators? Engagement drivers? Challenges, frustrations and roadblocks that if taken away would allow the employee to perform at a higher level? What type of work and responsibilities do they like? Ae the seeking new challenges? Wanting to get involved with clients more?? Do you understand what enables them to perform at their very best? Do they want more autonomy? Flexibility?
- Do they have all of the resources they need to do their job properly? Do they have authority to make changes where they see potential for improvements? If they don’t have what they need do they know where to go, who to speak with and how to get it?
- Are they clear on what is expected of them and when? Have department goals and individual objectives been fully explained and understood? Are the timelines clear? Are they in agreement timelines and workloads can be met? Have you discussed with them any changes or how expectations might be better met or accomplished?
See the research statistics below (by Russ Faulkner) that relate to the points above.
These are a few key approaches every manager and leader can take to help build engaged and high performing employees. Help your managers understand the importance of their roles in the engagement process!
https://www.linkedin.com/pulse/warning-multitasking-makes-you-stupid-unproductive-walter-lim?trk=pulse-det-nav_art
Do you know that there is no such thing as multitasking? Or that switching constantly from email to Whatsapp to Facebook is making us dumber?
In our always-on digital age where we are perpetually tethered to our digital devices, multitasking enabled by technology has been touted as the greatest productivity invention since sliced bread.
Unfortunately, nothing can be further from the truth.
Let us look at some sobering facts on what electronic multitasking is doing to us.
The costs of digital distractions and interruptions
Like it or loathe it, the average adult checks his or her phone a staggering 150 different times throughout the day!
What this means is that people are checking their smart phones once every 6 minutes (based on a 6 am-10 pm day). The frequency would probably increase for teens and youths, who are permanently affixed to their mobiles.
Contrary to popular belief, multi-tasking with electronic media actually causes a greater decrease in IQ than smoking marijuana or losing a night's sleep. The drop is approximately 10 points in IQ.
That's not all. Using cell phones (for 2 seconds per glance) while driving is like driving 150 metres blindfolded. It is also like being 40% drunk (see studies here).
Multi-taskers experience a 40% drop in productivity across the board. A typical office worker gets only 11 minutes between each interruption, and needed an average of 25 minutes to return to his original task after being interrupted.
John Medina (Brain Rules) further revealed that people who are interrupted - and therefore have to switch their attention back and forth - take 50% more time to finish a task. Their divided focus and attention also resulted in up to 50% more errors than those who focused on one task at a time.
Multitasking = constant context switching
The thing is this. Multitasking is a misnomer.
When we juggle between different tasks - both online and offline - we engage in what is called "constant context switching".
For human workers, context switching means that we stop work on one activity and pick up again after performing a different task on a different project. Doing so would incur "switching costs".
In a recent study, it was found that a person who worked on two projects did not split his or her productivity equally by 50 percent each. Rather, he or she yielded a 40 percent effort per project because of the time (roughly 20 percent) needed for context switching.
This became far worse when a team member was assigned five projects. His or her productivity actually plummeted below 10 percent, with 80 percent effort lost to switching between project contexts!
Monotaskers fare better than multitaskers
In this article, Earl Miller, a professor of neuroscience at MIT, gave us the bottom-line of what multitasking would do to our brain:
“Our brains are not wired to multitask. Though we think they’re handling multiple activities at the same time, what they’re really doing is constantly switching between them. The problem is, there’s a cognitive price to pay each time we put them through that process.” - Earl Miller, Professor of Neuroscience at MIT
The truth is that people who are regularly bombarded with several streams of electronic information cannot pay attention, recall information, or switch from one job to another as well as those who complete one task at a time.
What's ironical is that monotaskers actually perform better in multitasking than multitaskers themselves!
A group of researchers at Stanford University compared groups of people based on their tendency to multitask and their belief that multitasking helped them to perform better.
In their studies, the researchers found that heavy multitaskers actually performed worse at multitasking than those who focused on one single thing at a time.
Frequent multitaskers had more trouble organising their thoughts and filtering out distracting and irrelevant information. As a result of this, they were slower at switching from one activity to another.
Nine strategies for monotasking
Now that we have learned why monotasking (doing one thing at a time) works far better than multitasking, what habits can we adopt to incorporate it into our lives?
Let me start by giving you some ideas here:
1) Turn off the technology
First and foremost, turn off your smartphone or switch it to "flight" and "silent" mode. Doing so would temporarily disable all beeps and notifications from Whatsapp, email, Facebook, Twitter, and the numerous other messaging apps in your phone.
If you can't resist peering into it, put your smartphone into another room, or give it to another person for "safekeeping" while you work on your task.
2) Batch process related tasks together
Work on related tasks together, and try to work on them in succession. For example, if you are doing a monthly report documenting your organisation's sales performance, you could also work on a summary email highlighting the hits and misses of the month, as well as learning points.
By doing so, you help to minimise the switching costs incurred by moving from one activity (eg writing a memo) to another totally unrelated one (eg interviewing for a new staff).
3) Schedule your day and week
Personally, I find that productivity soars when I am able to fix the time of the day for different activities. For example, mornings would be spent on focused writing work, afternoons on responding to client requests and emails, and evenings on more creative pursuits.
Naturally this requires us to have some control over our calendar and time, which brings me to the next suggestion.
4) Manage stakeholder expectations
Establish some ground-rules with your colleagues, customers, friends, family members and even bosses. Batch process the way you respond to emails, Whatsapp messages, Facebook messages or phone calls, and only do so at fixed periods of time in the day.
Now I know that this can be challenging, especially with clients or bosses. Help these stakeholders understand that you would be more productive and useful to them if they allow you an uninterrupted period of time to focus on the job at hand. If they don't respect your time or working style, it could perhaps be timely for your to seek your fortunes elsewhere.
5) Create a "To-Do List" and tick it off one by one
Where possible, have a "to-do list" which depicts what you need to accomplish over a fixed time period. Do not allow yourself to waver too much from this list, and tick it off one-at-a-time.
Thus, if you have not completed a task, do not begin on the next one until you have done so.
To stay on top of your tasks, remind yourself what really needs to get done. Keep you to-do list somewhere prominent, and refer to it every single day. Use colour code to highlight the most important tasks. Prioritise your time so that these get the firstfruits of your day (usually the morning).
6) Keep a single screen/tab open
To limit yourself to Internet temptations like Facebook, Twitter, or YouTube, keep to just having a single screen open to you. By doing so, you are singularly focused on that task right in front of you, and prevented from switching your attention elsewhere.
7) Change work locations where possible
Sometimes, the monotony of working in the same place may be broken by choosing novel work environments. This could be achieved through either looking for unoccupied meeting rooms/libraries in your office building, or adjourning to a cafe.
Note, however, that it is important to choose an environment that is conducive for your task. If you feel that you would be distracted by the people walking in front of you, or the sounds that a cafe generates, it may be better to find a quieter work space where you can focus and concentrate better.
8) Listen to brain focusing music
Interestingly, research by Stamford Professor Clifford Nass revealed that we have a special part of our brain for music. Thus, we can often do so while doing other things.
Personally, I find that calm, soothing and vocal-free music helps me to concentrate on my tasks better. The act of plugging into earphones also helps to reduce ambient noise and distractions and allows me to stay focused in my own little universe, cocooning myself from the world while attacking the task at hand.
9) Give yourself some down time
Last, but certainly not least, you will be more productive if you have the chance to step away from the mentally challenging tasks once in a while. This could perhaps be a 3 to 5 minutes break every 45 minutes or hour, depending on your concentration powers.
When you do so, take a walk, look out the window or chat with colleagues, friends or family members (provided you are not interrupting them). You may also wish to grab a quick snack or a drink.
Do you have other tips on improving your monotasking ability? I'd love to hear them.