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PgMP Program Management Professional All-in-One Exam Guide
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These two processes are done throughout the project to ensure that the project is completed as closely to the designed project schedule and to the project costs as planned Controlling the project schedule relies on progress reporting and then project reactions to the news the progress reports share When schedule variances, schedule slippage, or changes to the project schedule haunt the project, the project manager will apply corrective actions to the project to address the schedule Controlling the project costs is very similar The project manager will rely on performance measurements to see how the project s doing and where the project is very likely to end Performance reports, for your exam, are most likely to come about in the form of earned value management Specific to time and cost is the schedule variance and cost variance and the cost performance index and the schedule performance index
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It s up to the project manager to manage the project team, though the program manager may offer guidance and take over some human resource matters that have to be escalated to the program level The management of the project team should be documented in the staffing management plan though general management skills are called upon as conditions within the project demand Managing the project team relies on good old-fashioned observations and conversations with the project team The project manager has to see how the team is performing, how the project team members interact with one another, and where issues may be lying in wait The project manager can use conflict management techniques to help the team resolve their differences and keep the project moving forward One tool for team management is project performance appraisals The project manager should follow the guidelines from the program level or the performing organization for creating team member reviews Often when a project team member realizes that her project performance is directly tied to her yearly performance reviews wonderful things can happen
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As communication is core to the program, it s also core to the constituent projects within the program Monitoring and controlling offers two communication processes that ll balance the project execution The first and this shouldn t be a surprise is performance reporting Considering earned value management, project completion, and issues within the project, the project manager communicates how well the project is doing The performance reporting can highlight key areas, such as cost, schedule, or risks The program manager and the project managers should establish a regular schedule for these performance reports
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The second process is a bit, well, soupier: managing the project stakeholders Stakeholders include anyone that has a vested interest in the outcome of the project Key stakeholders are the project team members, the project manager, the program manager, and project and program customers These stakeholders will be the people the project manager is most interested in managing Stakeholder management means talking and communicating with stakeholders The project manager needs to stay in contact with the stakeholders and address their perceptions, threats, and worries by communicating both good and bad news When issues pop up in the program, these should be recorded in the issues log and addressed by a given deadline Issue management is linked to stakeholder management because stakeholders may create or identify issues within the project
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The monitoring and controlling of project risks are important, ongoing activities within each project The most reliable tool for this process is risk reassessment The program and the project manager are constantly on the lookout for new risks New risks are sent back to planning for analysis and response planning Risk reassessment also considers risks that have been identified but may be stashed away on the low-level watch lists in the risk register Through status meetings the project team is invited to share any new risks that have been identified and to consider the measured likelihood and impact of risks The project manager can also use status meetings to discuss technical performance measurements and how these measurements can introduce risks into the project As risks happen within a project, their cost impact is subtracted from the project s cost reserve As events happen, however, the contingency reserve needs to be reviewed to consider the amount of funds available to balance the risk exposure for the remainder of the project Too few funds in the contingency reserve can wreck the project s ability to finish on time and on budget and that s a risk
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