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24 May 2013 – CRC Press has announced the publication of a new book titled Project Management Tools and Techniques: A Practical Guide, by Sater Carstens, Gary Richardson and Ronald B. According to the CRC release: This book provides a practical understanding of the tools and techniques for planning and controlling projects. Project Management Tools & TechniquesThis section provides the project management with some of the tools and techniques that they need in order to successfully manage projects. We don't include software tools such as MS Project or Primavera in this section; rather we will attempt to provide you with some of the templates common to projects accompanied by a tutorial on how to populate them with information and use them properly.
Change Management PlanThis is the document that describes the process you will use to drive Integrated Change Control in your project. Communications Management PlanThe Communications Management Plan is the CNN News Desk for your project. This is the table referred to in the Additional Tools section of this web site (under Project Management Tips). CPM Technical Solutions, Inc., Specialists in power generation and power transmission projects and facilities.
We offer our clients superior project management consulting services using our extensive in-depth experience with a wide range of power generation, power transmission and industrial projects. Our project management professionals have experience with multi-billion dollar power project through small fast-track modification projects and outage implementation. We use a full range of modern Project Management methodologies, software tools and lessons-learned; integrated with our real-world experience. Please contact us regarding how we can support your power generation or power transmission project or for more information concerning how the experience of the CPM Technical Solutions team can assist your project efforts. This work puts forward a new approach to PMBOK® Guide in which the thirty-nine processes are organized in five groups: initiation, planning, executing, controlling and closing process. The PMBOK® Guide is nowadays the most important reference document about the Project Management Body of Knowledge. Exhibit 1 – PMBOK® based on knowledge areas as opposed to PMBOK® based on processes groups. The PMBOK® Guide organizes the Project Management Processes in five groups: initiating processes, planning processes, executing processes, controlling processes and closing processes. The PMBOK® Guide suggested here redefines and reorders the processes in new chapter groups. The greatest change would be to place the introductory chapters of each knowledge area in a third chapter which gives an overall view of all the processes within each area. With this table of contents a new PMBOK® can easily be built beginning with the reordering of the conventional processes without losing any part of the original, that is, without the omission of any of the original content. The numeration of the inputs, tools and techniques and outputs of the conventional PMBOK® is given according to a sequence of numerals in which the first number of the sequence represents the knowledge area, the second number, the sequence of the process within the knowledge area, the third, the type of data (inputs, tools and techniques or outputs) and the fourth is the sequential of data within the type (Exhibit 03).
Techniques of the Integration Process “Project Plan Development” denominated “Project planning methodology”.
In the New Approach to PMBOK® Guide, the numeration of the inputs, tools and techniques and outputs is given by a sequence of numerals similar to that of the conventional PMBOK®, although the first number of the sequence represents the process group, the second number, the sequence of the process within the process group, the third, the type of data (inputs, tools and techniques or outputs) and the fourth is the sequential of the data within the type(Exhibit 04 and 05). Exhibit 5 – Example of the new numbering system for inputs, tools and techniques and outputs for the Integration Process “Project Plan Development” and a comparison with the conventional PMBOK® numbering system.
100% of the participants were unaware of the existence of PMBOK® Guide and considered their knowledge of Project Management to be low or null. The instructor was the same for both classes and the time and weekdays of the training were the same for both with a lag of 1 week between the classes. In order to select the participants for each group, an equal division based on their professional backgrounds was part of the chosen procedure. The first group’s course followed the approach and order of the conventional PMBOK® in which the subjects are divided into knowledge areas, whereas the second group was exposed to the New Approach to PMBOK®, having the subjects divided into processes. At the end of the program a new forty-question test on Project Management was administered to the two groups.
The evaluation results suggest that The New Approach to PMBOK® led to an increase of about 20% in the final scores, with lower standard deviation.
After the results had been tabulated, all participants were invited to evaluate the two versions as a group. It makes the reading of PMBOK® sequential, avoiding explaining and analyzing future process groups in previous phases of the guide. The visualization of the relation between the processes becomes easier as the new structure clearly identifies the relation between certain succeeding process inputs and previous process outputs.
The new structure does not leave out any of the content or standards previously established by the original PMBOK® Guide.
These results suggest an apparent gain according to the scores obtained by these participants, although the study must be deepened with other groups and other companies to produce a working result that is more scientifically proven.
This New Approach to the PMBOK® Guide does not come as a substitute for the original PMBOK® Guide, but as a new view of the processes.
Presenting a compendium of Ricardo Vargas’s work, that brings fourteen articles from 1999 to 2015 that will help you understand better the project management context.



We reserve the right to exclude any comment with offensive, pejorative, promotional or out of the context content. The Project Management Institute Netherlands Chapter is a local chapter of the Project Management Institute. The Project Management Instituut Nederland is an independent association associated with IPMA. Project Smart - The Programme and Project Management Resource Centre; Templates, Prince2, etc.
Qualitative Risk Analysis offers an easy and effective way for businesses to improve their project risk management robustness without the need for heavy statistical analysis.In a recent blog post I talked in general about the importance of project risk management in and listed several techniques that can be applied. It emphasizes the difference between various tools and techniques and determines how these can be applied during different phases of the project lifecycle.
In fact, this document should already be in place before you're assigned to manage the project. The plan will describe all the activities required to capture the request, analyze the costs of making the change, capture the benefits of making the change, and how the decision on making the change is made and who makes it. It describes how requirements for communications are to be gathered, who to communicate to, what to tell them, and when to tell it. This is the table where the project's goals and objectives articulated by organization's senior management are captured. Project Management Team is experienced in managing the total project or any aspect of a project.
This arrangement suggests a chronologically structured, more didactic view, which has been successfully tested in two PM classes in Brazil, instead of the former organization in nine Knowledge Areas. All thirty-nine processes are divided into these five groups and intertwined by the results that they achieve (Exhibit 02). The former chapter 3 then becomes chapter 4, providing details about Project Management process groups. In the New Approach to PMBOK® Guide the system for numbering the processes serves to focus on the process groups and not the knowledge areas. The instructor prepared a very similar teaching methodology for each of the two groups, including the same exercises and tests.
A forty question test covering Project Management in general was also applied for the purpose of having groups as homogeneous as possible and therefore avoiding flaws in the evaluation. They also suggest significant gains when taken into consideration the questionnaire filled out by the participants, which reveals that the major difficulty concerning the present PMBOK® is its analytical structure aimed at being used as reference material rather than as a means of initial learning.
Its objective is to facilitate professional’s learning of the Project Management Body of Knowledge.
Realmente impressionantes os artigos, com conteudos altamente produtivos a quem trabalha em Gestao de Processos Empresariais.
This article outlines the process of qualitative risk analysis and shares a story where risk management saved one of my projects! This new book, published in April provides a practical understanding of the tools and techniques for planning and controlling projects. This book presents not only an understanding of necessary project management tools and techniques but also videos to demonstrate the concepts. If that's the case, this page will provide you with some advice on what information to look for in the document and how to use it to your best advantage.
Benefits and costs will be captured at a high level and will not represent a detailed budget for the project.
The plan needs to identify all the activities required for managing change, who is responsible for each activity and the timeline that determines when the activities must be completed.
It also should describe the different media your project will use to distribute this information.
The CPM Technical Solutions' staff is comprised of senior power industry professionals with years of hands-on, practical experience in the challenging real-world of power development projects.
This approach is also useful to PMP exam preparation where two hundred questions are divided into process groups rather than knowledge areas. The guide is distributed by PMI, free of charge, with more than 640,000 copies placed in circulation worldwide (March 2001). The fact that the five process groups are also interlinked creates a dynamic net of processes that are repeated and combined in each phase of the project , and consequently originates a process which is not discrete and overlaps itself in different phases and levels of the project. A chapter 3 is now built from the introductions of the nine chapters of the second part, relating each of the knowledge areas and its principal processes, without detailing any process. This makes the focus of each of the processes continuous for a period of time while it is not necessarily linked to one of the nine knowledge areas.
Each group attended a 32-hour training program covering the PMBOK® processes with no absence. Professionals who are not familiar with Project Management and those who are preparing for the PMP exam are the target public of the suggested approach.
If one hasn't been given to you, this page will provide you with a template you can use to create the charter and instructions on how to build the Charter.


Most benefits will only be realized when the project's products or services have been developed and delivered. You should ensure that the process is agile enough to cover both large, complex changes and simple small scale changes. Communications is perhaps one of the most overlooked Knowledge Areas and also one of the most critical to the success of the project. As established in the guide, “the primary purpose of this document is to identify and describe that subset of the PMBOK® which is generally accepted. The previous chapter 3, which describes the processes of administration, will now be chapter 4 and will be in the second part of the guide called “The Project Management Process Groups”.
Due to the extreme impact of this particular risk the project was structured from the beginning to accommodate it.Long story short, when the risk occurred and our client panicked, we were able to demonstrate that we had considered the risk and had a plan of action should it occur. Costs will be captured at a high level initially and will continue to be refined as the project progresses. This page contains a downloadable MS Word Change Management Plan template and instructions on how to build the Change Management Plan your project needs. Generally accepted means that the knowledge and practices described are applicable to most projects of the time, and that there is widespread consensus about their value and usefulness” (PMBOK® Guide, 2000 Edition). All thirty-nine processes will have now been distributed in agreement with the phases of the project in which they are used. In the New Approach to the PMBOK® Guide, all of the entrance elements, tools, and exits for each process are numbered according to the phase of the project and not according the knowledge area, which could create some discomfort in those professionals who already know and use the conventional PMBOK® Guide with a certain level of confidence.
Our client took great comfort knowing the risk had been mitigated and our response strategy was already underway.As a Project Manager, it is great feeling when a risk does occur which you have already considered and have a plan in place to manage it. This page contains a downloadable MS Word Business Case template and instructions on how to build the Business Case.
According to the purpose of the guide, it is essential to have a logical and coherent organization directly aimed at the process groups in order to facilitate the understanding of the chronology of Project Management processes (Exhibit 01). This page contains a downloadable MS Word Communications Plan template and instructions on how to build the Communications Management Plan your project needs. However, it does not mean that the knowledge areas should be considered of less importance, as they are crucial for the understanding of the multidisciplinary mechanisms related to project management.
But risk management does not need to be an over the top statistical analysis of probability and impact.Qualitative risk analysis can make risk management much lighter, quicker and almost as effective as advanced quantitative risk analysis. I promise you, if you adopt these qualitative risk management techniques, you will have quite a robust project risk management system that can challenge the big players. What Is Qualitative Risk AnalysisQualitative risk analysis is simply the approach you take to analyse project risks, the impact these will have on the project and the probability of these risks occurring.Qualitative risk analysis does not rely on data and statistics to base a model on.
Impact AnalysisOnce you have identified a list of possible risks, the next step is to analyse guesstimate what the potential impact could be.
Risk TreatmentNow that the risks have been identified with their impacts and probability scored, it is time to think about how to treat each risk. Transfer – Transferring a risk is quite common through insurance and contracts, issuing a contract to a supplier is essentially transferring some of the risk to the supplier, especially in a fixed price contract. You may choose to avoid the risk, either by changing or removing certain scope items or changing the approach.
Plan BHave a plan of what to do, who gets notified and who does what if when the risk event does occur. Most of the planning to this point is likely to be around minimising and transferring risks.Knowing, documenting and agreeing on the course of action now, will save time and money and reduce the impact if when the risk does occur. When the risk occurs, there should be no debate about what has to happen, it just gets done.5.
There should be constant review and updating of the risks, perhaps the impacts have changed or the risk is no longer a possibility, continually review and update the risk log. I've managed hundreds of millions of dollars worth of projects since the inception of my career. If you are finding it difficult to identify risks, can I suggest that you gather your team in a room and just start brainstorming everything and anything that can go wrong.Considering you have taken the time to read my article (which is quite long) on a dry topic such as Risk Management, I am happy to spend 30 minutes of my time over Skype with yourself and your team to give you some ideas on Risk Management at no cost. Reply Chris Sterling said: April 15, 2016 at 5:10 AMDo anyone know of a good site that I can get a simple template to complete a qualitative risk assessment? I was trying to understand about Risk managment from various websites, blogs nd books too.. It will often reference the organisations risk appetite, to ensure alignment with the business and possibly aligned to a best practice or international standard such as ISO:31000.



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