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Showing 17 results · Page 3 for “PMI”.
PMP · Process
For threats, avoid eliminates the cause, mitigate reduces probability or impact, transfer shifts consequences to a third party such as insurance or a fixed-price contract, accept acknowledge…
PMP · Process
Firm fixed price puts cost risk on the seller; the buyer pays the agreed amount regardless of actual cost, so scope must be well defined. Cost-reimbursable contracts, such as cost plus fixed…
PMP · Process
Three-point estimating uses optimistic, most likely and pessimistic values to account for uncertainty. The triangular average is simply (O + M + P) / 3. The beta or PERT distribution weights…
PMP · Process
These two processes are frequently confused. Control Quality checks deliverables against quality requirements, producing verified deliverables; it is internal and happens first. Validate Sco…
PMP · Process
A sprint starts with sprint planning, where the team pulls prioritised backlog items and commits to a goal. The daily stand-up, time-boxed to about fifteen minutes, synchronises the team on …
PMP · Process
Velocity is the number of story points a team completes per sprint, averaged over recent sprints. It is empirical and team-specific, so comparing velocities between teams is meaningless. To …
PMP · Process
Predictive approaches suit well-understood requirements, stable technology and regulatory environments where change is costly. Adaptive or agile approaches suit high uncertainty, evolving re…
PMP · Process
The charter is issued by the sponsor, formally authorises the project, names the project manager and grants authority to apply resources. It states high-level objectives, success criteria, k…
PMP · Business Environment
Projects deliver outputs; the organisation wants outcomes and benefits. The benefits management plan states target benefits, how they will be measured, when they are expected, who owns reali…
PMP · Business Environment
Laws, regulations, standards and organisational policies form constraints the project must meet. When a new regulation appears mid-project, treat it as an external change: evaluate impact on…
PMP · Business Environment
A new system delivered on time still fails if nobody uses it. Organisational change management prepares people for the new way of working through stakeholder analysis, communication, trainin…
PfMP · Portfolio and investment governance
Portfolio decisions compare initiatives by strategic contribution, expected value, risk and resource needs. Evaluate the combined commitments rather than approving every attractive project i…
PfMP · Project monitoring and change
A proposed change can affect scope, schedule, cost, quality and risk together. Document the request and evaluate those effects before the authorized decision. Update approved plans and commu…
PfMP · Stakeholder engagement
Stakeholders have different interests, influence and information needs. Identify who is affected and who makes or supports each decision, then choose suitable engagement. Listen for concerns…
PgMP · Portfolio and investment governance
Portfolio decisions compare initiatives by strategic contribution, expected value, risk and resource needs. Evaluate the combined commitments rather than approving every attractive project i…
PgMP · Project monitoring and change
A proposed change can affect scope, schedule, cost, quality and risk together. Document the request and evaluate those effects before the authorized decision. Update approved plans and commu…
PgMP · Stakeholder engagement
Stakeholders have different interests, influence and information needs. Identify who is affected and who makes or supports each decision, then choose suitable engagement. Listen for concerns…
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