1. 1 Day 4: Welcome Banner Day 4: Welcome The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.

2. Definitions and terms denoted with an asterisk (*) within this document are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015. 2 Day 4: Attribution Statement Attribution Statements PMI, PMP, CAPM, PgMP, PfMP, PMI-ACP, PMI-RMP, PMI-SP and PMBOK are registered marks of the Project Management Institute, Inc

3. Copyright 2015, HusmannTech Day 4 Overview 3 ID: PEP141015003 Overview/Description Project-based operations have become the norm in today's business world. In essence, almost every work effort is a project, from constructing a new building to designing and delivering a new information management system. As projects become the primary method for getting things done and effecting organizational change, it is crucial to choose a good and proven method for managing projects. However, projects cannot be properly managed in a silo. Every aspect of project management is affected by the organization, the social environment, the project's stakeholders, both internal and external, and many other aspects of the context in which the project is carried out. Understanding this context is critical to good planning and good decision making as the project progresses toward achieving its objectives. This course provides an overview of the project management discipline as outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition published by the Project Management Institute (PMI)®, 2015. Specifically, it introduces the characteristics of a project, the responsibilities that accompany project management, and the differences between portfolios, programs, and projects. The course will identify key project management concepts and terms and provide information about the variables that can influence project outcomes. It will also cover the project stakeholders and the organizational influences on a project. This course provides a foundational knowledge base reflecting the most up–to-date project management information so learners can effectively put principles to work in their own organizations. This course will assist in preparing the learner for the PMI® certification exam. Expected Duration 9 hours Day 4

4. Practice Exam 15 Minutes 4 Daily Practice Exam Good Morning: Practice Exam

5. 5 Day 4: Project Quality Management

6. 6 Learning Objectives Learning Objective: At the conclusion of this block of instruction, students will be able to demonstrate their knowledge and skills in Project Quality Management. Proficiency will be demonstrated by the students ability to demonstrate, discuss/describe, explain and analyze the core concepts of Project Quality Management during class discussions, two brief quizzes, a vignette (PMP Prep Quality worksheet) and a workshop to develop a pareto-chart based on a classroom created case study. Learning Objectives will be evaluated by the class discussions, two brief quizzes, a vignette (PMP Prep Quality worksheet) and the workshop to develop a pareto-chart based on a classroom created case study. Topics: Developing a Quality Management Plan Implementing Quality Assurance Quality Control through Fishbone Diagram, Pareto Diagram, and Control Chart Quality Management Systems Responsibility for quality Impacts of poor quality Tools used for Quality Management Planning Quality Management Plan Template

7. Copyright 2015, HusmannTech Project Quality Management *The processes and activities that determine quality policies, objectives, and responsibilities in order to support continuous process improvement. This includes creating & following policies and procedures to ensure the project meets the goals and defined needs. Day 4: Project Quality Management, 8 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

8. Copyright 2015, HusmannTech Project Quality Management Plan Quality Management The process of identifying quality requirements/standards for the project. Documenting how the project will show compliance with the quality requirements/standards. Perform Quality Assurance The process of checking/auditing quality requirements & results Achieved through quality control measurements that ensures adherence to quality standards and operational procedures. Control Quality Monitor and record results of quality activities execution. Assess quality activities performance and recommended improvements or necessary changes. Day 4: Project Quality Management, 8.1 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-1, pg 230

9. Copyright 2015, HusmannTech Plan Quality Management *The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project Quality. This process should be done parallel with the other planning processes. Day 4: Project Quality Management, 8.1 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

10. Copyright 2015, HusmannTech Plan Quality Management Inputs Project Management Plan Stakeholder Register Risk Register Requirements Documentations Enterprise Environmental Factors Organizational Process Assets Day 4: Project Quality Management, 8.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-3, pg 232

11. Copyright 2015, HusmannTech Plan Quality Management Tools and Technques Cost-Benefit Analysis Cost of Quality Seven Basic Quality Tools Benchmarking Design of Experiments Statistical Sampling Additional Quality Planning Tools Meetings Day 4: Project Quality Management, 8.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-3, pg 232

12. Copyright 2015, HusmannTech Plan Quality Management Outputs Quality Management Plan Process Improvement Plan Quality Metrics Quality Checklists Project Documentation Updates Day 4: Project Quality Management, 8.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-3, pg 232

13. Copyright 2015, HusmannTech Tools & Techniques 1.Cost-benefit analysis 2.Cost of quality 3.7 basic quality tools 4.Bench marking 5.Design of experiments 6.Statistical sampling 7.Additional quality planning tools Day 4: Project Quality Management, 8.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-3, pg 232

14. Copyright 2015, HusmannTech Seven Basic Quality Tools Cause-And-Effect Diagrams Flowcharts Checksheets Pareto Diagrams Histogram Control Charts Scatter Diagrams Day 4: Project Quality Management, 8.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-7, pg 239

15. Copyright 2015, HusmannTech Perform Quality Assurance *The process of auditing the quality requirements and the results form quality control measurements. Day 4: Project Quality Management, 8.2 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

16. Copyright 2015, HusmannTech Perform Quality Assurance Inputs Quality Management Plan Process Improvement Plan Quality Metrics Quality Control Measurements Project Documentation Updates Day 4: Project Quality Management, 8.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-8. pg 243

17. Copyright 2015, HusmannTech Perform Quality Assurance Tools and Techniques Quality Management and Control Tools Quality Audits Process Analysis Day 4: Project Quality Management, 8.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-8. pg 243

18. Copyright 2015, HusmannTech Perform Quality Assurance Outputs Change Requests Project Management Plan Updates Project Documents Updates Organizational Process Assets Updates Day 4: Project Quality Management, 8.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-8. pg 243

19. Copyright 2015, HusmannTech Tools & Techniques 1.Quality management and control 2.tools 3.Quality audits 4.Process analysis Day 4: Project Quality Management, 8.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-8. pg 243

20. Copyright 2015, HusmannTech Control Quality *The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. Day 4: Project Quality Management, 8.3 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

21. Copyright 2015, HusmannTech Inputs Quality m/p Quality metrics Quality checklists Work performance data Approved change request Deliverables Project doc OPA Tools and Techniques 7 basic quality tools Statistical sampling Inspections Approved change request review Outputs Quality control measurements Validated changes Verified deliverables Change request PM plan updates Project Doc updates OPA updates Control Quality Day 4: Project Quality Management, 8.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-11, pg 249

22. Copyright 2015, HusmannTech Control Quality Inputs Project Management Plan Quality Checklists Quality Metrics Work Performance Data Approved Change Requests Deliverables Project Documents Organizational Process Assets Day 4: Project Quality Management, 8.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-11, pg 249

23. Copyright 2015, HusmannTech Control Quality Tools and Techniques Seven Basic Quality Tools Statistical Sampling Inspection Approved Change Request Review Day 4: Project Quality Management, 8.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-11, pg 249

24. Copyright 2015, HusmannTech Control Quality Outputs Quality Control Measurements Validated Changes Verified Deliverables Work Performance Information Change Requests Project Management Plan Updates Organizational Process Assets Updates Day 4: Project Quality Management, 8.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-11, pg 249

25. Copyright 2015, HusmannTech Tools & Techniques 1.Inspections 2.Approved change request review A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 8-11, pg 249

26. 26 Day 4: Project Risk Management

27. 27 Day 4: Risk Management Learning Objectives Learning Objective: At the conclusion of this block of instruction, students will be able to be able to employ the various risk management strategies and techniques to more effectively handle project risks. Proficiency will be demonstrated by the students ability to demonstrate, discuss/describe, explain and analyze both the direct and indirect core concepts and tenants of Project Risk Management during class discussions, one quiz, a vignette (PMP Prep Contingency Vignette worksheet) and a workshop using the PMP Risk Management worksheet. Students will demonstrate their ability to employ the various risk management strategies and techniques to more effectively handle project risks Learning Objectives will be evaluated by the proficiency activities and the ability of the student to perform risk analysis, decision trees and other tools to support a Risk Management Plan, Risk monitoring and control and Risk response strategies during a project. Topics: Developing a Risk Management Plan Techniques for identifying and categorizing risks Qualitative and Quantitative risk analysis Using a decision tree Developing risk response strategies and plan Risk monitoring and control

28. Copyright 2015, HusmannTech Project Risk Management *The processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. Day 4: Project Risk Management, 11 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

29. Copyright 2015, HusmannTech Plan Risk Management *The process of defining how to conduct risk management activities for a project. Day 4: Project Risk Management, 11.1 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

30. Copyright 2015, HusmannTech Plan Risk Management Inputs Project Management Plan Project Charter Stakeholder Register Enterprise Environmental Factors Organizational Process Assets Day 4: Project Risk Management, 11.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-2. pg 313

31. Copyright 2015, HusmannTech Plan Risk Management Tools and Techniques Analytical Techniques Expert Judgment Meetings Day 4: Project Risk Management, 11.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-2. pg 313

32. Copyright 2015, HusmannTech Plan Risk Management Outputs Risk Management Plan Day 4: Project Risk Management, 11.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-2. pg 313

33. Copyright 2015, HusmannTech Tools & Techniques Day 4: Project Risk Management, 11.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-2. pg 313

34. Copyright 2015, HusmannTech Risk Management Plan Methodology Roles and responsibilities Budgeting Timing Risk categories Definition of risk probability and impact Probability and impact matrix Revised stakeholders’ tolerances Reporting formats Tracking Day 4: Project Risk Management, 11.1

35. Copyright 2015, HusmannTech Identify Risk *The process of determining which risk may affect the project and documenting their characteristics. Day 4: Project Risk Management, 11.2 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

36. Copyright 2015, HusmannTech Identify Risks Inputs Risk Management Plan Cost Management Plan Schedule Management Plan Quality Management Plan Human Resource Management Plan Scope Baseline Activity Cost Estimates Day 4: Project Risk Management, 11.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-5, pg 319

37. Copyright 2015, HusmannTech Identify Risks Inputs Activity Duration Estimates Stakeholder Register Project Documents Procurement Documents Enterprise Environmental Factors Organizational Process Assets Day 4: Project Risk Management, 11.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-5, pg 319

38. Copyright 2015, HusmannTech Identify Risks Tools and Techniques Documentation Review Information Gathering Techniques Checklist Analysis Assumptions Analysis Diagramming Techniques SWOT Analysis Expert Judgment Day 4: Project Risk Management, 11.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-5, pg 319

39. Copyright 2015, HusmannTech Identify Risks Output Risk Register Day 4: Project Risk Management, 11.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-5, pg 319

40. Copyright 2015, HusmannTech Tools & Techniques 1.Documentation reviews 2.Info gathering techniques 3.Checklist analysis 4.Assumption analysis 5.Diagramming techniques 6.SWOT analysis Day 4: Project Risk Management, 11.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-5, pg 319

41. Copyright 2015, HusmannTech SWOT Analysis Day 4: Project Risk Management, 11.2

42. Copyright 2015, HusmannTech Perform Qualitative Risk Analysis *The process of prioritizing risk for further analysis or action by assessing and combining their probability of occurrence and impact. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

43. Copyright 2015, HusmannTech Perform Qualitative Risk Analysis Inputs Risk Management Plan Scope Baseline Risk Register Enterprise Environmental Factors Organization Process Assets Day 4: Project Risk Management, 11.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-8, pg 328

44. Copyright 2015, HusmannTech Perform Qualitative Risk Analysis Tools and Techniques Risk Probability and Impact Assessment Probability and Impact Matrix Risk Data Quality Assessment Risk Categorization Risk Urgency Assessment Expert Judgment Day 4: Project Risk Management, 11.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-8, pg 328

45. Copyright 2015, HusmannTech Perform Qualitative Risk Analysis Tools and Techniques Project Documents Updates Day 4: Project Risk Management, 11.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-8, pg 328

46. Copyright 2015, HusmannTech Tools & Techniques 1.Risk probability and impact assessment 2.Probability and impact matrix 3.Risk data quality assessment 4.Risk categorization 5.Risk urgency assessment Day 4: Project Risk Management, 11.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-8, pg 328

47. Copyright 2015, HusmannTech Probability and Impact Matrix Day 4: Project Risk Management, 11.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-10, pg 331

48. Copyright 2015, HusmannTech Perform Quantitative Risk Analysis *The process of numerically analyzing the effects of identified risk on overall project objectives. Day 4: Project Risk Management, 11.4 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

49. Copyright 2015, HusmannTech Perform Quantitative Risk Analysis Inputs Risk Management Plan Cost Management Plan Schedule Management Plan Risk Register Enterprise Environmental Factors Organizational Process Assets Day 4: Project Risk Management, 11.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-11, pg 334

50. Copyright 2015, HusmannTech Perform Quantitative Risk Analysis Tools and Techniques Data Gathering and Representation Techniques Quantitative Risk Analysis and Modeling Techniques Expert Judgment Day 4: Project Risk Management, 11.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-11, pg 334

51. Copyright 2015, HusmannTech Perform Quantitative Risk Analysis Outputs Project Documents Updates Day 4: Project Risk Management, 11.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-11, pg 334

52. Copyright 2015, HusmannTech Tools & Techniques 1.Data gathering and representation techniques 2.Qualitative risk analysis and modeling techniques Day 4: Project Risk Management, 11.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-11, pg 334

53. Copyright 2015, HusmannTech Expected Monetary Value (EMV) Analysis Day 4: Project Risk Management, 11.4 Decision DefinitionDecision NodeChance NodeNet Path Value Decision to be MadeInput: Each decisions cost Output: Decision selection Input: Probability, Reward Output: EMV Payoff, minus costs along path(s) Upgrade or Build? Build New Weapon System ($120M) Strong Demand ($200M) Weak Demand ($90M) Upgrade Weapon System ($50M) Strong Demand ($120M) Weak Demand ($50M) See A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-16, pg 339 for other Decision Tree Diagram

54. Copyright 2015, HusmannTech Plan Risk Response *The process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Day 4: Project Risk Management, 11.5 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

55. Copyright 2015, HusmannTech Plan Risk Response Inputs Risk Management Plan Risk Register Day 4: Project Risk Management, 11.5 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-18, pg 342.

56. Copyright 2015, HusmannTech Plan Risk Response Tools and Techniques Strategies for Negative Risks or Threats Strategies for Positive Risks or Threats Continuous Response Strategies Expert Judgment Day 4: Project Risk Management, 11.5 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-18, pg 342.

57. Copyright 2015, HusmannTech Plan Risk Response Tools and Techniques Project Management Plan Updates Project Documents Updates Day 4: Project Risk Management, 11.5 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-18, pg 342.

58. Copyright 2015, HusmannTech Tools & Techniques 1.Strategies for negative risk or threats 2.Strategies for positive risk or opportunities 3.Contingent response strategies 4.Expert Judgment Day 4: Project Risk Management, 11.5 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-18, pg 342.

59. Copyright 2015, HusmannTech Strategies for Negative Risks Avoid Transfer Mitigate Accept Day 4: Project Risk Management, 11.5

60. Copyright 2015, HusmannTech Strategies for Positive Risks Exploit Enhance Share Accept Day 4: Project Risk Management, 11.5

61. Copyright 2015, HusmannTech Control Risk *The process of implementing risk response plans, and evaluating risk process effectiveness through the project. Day 4: Project Risk Management, 11.6 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

62. Copyright 2015, HusmannTech Control Risks Inputs Project Management Plan Risk Register Work Performance Data Work Performance Reports Day 4: Project Risk Management, 11.6 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

63. Copyright 2015, HusmannTech Control Risks Tools and Techniques Risk Assessment Risk Audits Variance and Trend Analysis Technical Performance Measurement Reserve Analysis Meetings Day 4: Project Risk Management, 11.6 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

64. Copyright 2015, HusmannTech Control Risks Outputs Work Performance Information Change Requests Project Management Plan Updates Project Documents Updates Organizational Process Assets Updates Day 4: Project Risk Management, 11.6 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

65. Copyright 2015, HusmannTech Tools & Techniques 1.Risk reassessment 2.Risk audits 3.Variance and trend analysis 4.Technical performance measurement Day 4: Project Risk Management, 11.6 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

66. 66 Day 4: Project Procurement Management

67. 67 Day 4: Procurement Management Learning Objectives Learning Objective: At the conclusion of the block of this instruction, students will be able to Identify which part/s of the project should be procured (procurement planning), understand and apply the many factors that influence the purchase process and source selection. Students will be proficient in understanding the 4 types of contracts (Fixed-price, cost-plus, time & materials and technical & commercial contracts.), contract administration, to include performance reports and change requests and contract closure. Student proficiency will be demonstrated by participation in worksheets (PMP Prep Procurement), participation in a DoD/DAU contract case study and in class questions. Learning Objectives will be evaluated by the students ability to explain, describe, demonstrate and analyze the Project Procurement Areas during the activities during participation in worksheets (PMP Prep Procurement), participation in a DoD/DAU contract case study and in class questions. Topics: Procurement planning Advantages and disadvantages of contract type selection Solicitation planning and execution Source selection Contract negotiation and administration Contract change control and close-out

68. Project Procurement Management *The processes necessary to purchase things from outside the project team. Day 4: Project Procurement Management A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

69. Project Procurement Management 69 Day 4: Project Procurement Management A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-1, pg 356.

70. Plan Procurement Management *The process of documenting project procurement decisions specifying the approach, and identifying potential sellers. Day 4: Project Procurement Management, 12.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

71. Plan Procurement Management 71 Day 4: Project Procurement Management, 12.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-3, pg 359.

72. Plan Procurement Management Day 4: Project Procurement Management, 12.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

73. Inputs PM m/p Requirements Risk register Activity resource requirements Project schedule Activity cost estimates Stakeholder register EEF OPA Day 4: Project Procurement Management, 12.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

74. Tools & Techniques 1.Make-or-buy analysis 2.Market research Day 4: Project Procurement Management, 12.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

75. Contracts Fixed-price contracts – FFP – FPIF – FP-EPA Cost-reimbursable contracts – CPFF – CPIF – CPAF Time and Materials Contracts Day 4: Project Procurement Management, 12.1

76. Make or Buy Analysis Reasons for Making 1.Lower production cost 2.Unsuitable suppliers 3.Assure adequate supplies 4.Utilize internal capabilities and capacities 5.Control quality 6.Remove supplier collusion 7.Maintain IP, internal capabilities and capacities 8.Company growth Reasons for Buying 1.Lower acquisition cost 2.Preserve supplier commitment 3.Obtain technical or management ability 4.Inadequate capability 5.Reduce inventory costs 6.Ensure alternate sources 7.Inadequate management or technical resources 8.Reciprocity 9.Item is not protected IP 10.Free management to focus on core business functions Day 4: Project Procurement Management, 12.1

77. Outputs Procurement m/p Procurement SOW Procurement docs Source selection criteria Make-or-buy decision Change requests Project doc updates Day 4: Project Procurement Management, 12.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 11-20, pg 349

78. Conduct Procurements *The process of obtaining a sellers responses, selecting a seller, and awarding a contract. Day 4: Project Procurement Management, 12.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

79. Conduct Procurement 79 Day 4: Project Procurement Management, 12.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-5, pg 372

80. Conduct Procurements A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-4, pg 371

81. Inputs Procurement m/p Procurement docs Source selection criteria Seller proposals Project docs Make-or-buy decision Procurement SOW OPA Day 4: Project Procurement Management, 12.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-4, pg 371

82. Tools & Techniques 1.Bidder Conference 2.Proposal evaluation techniques 3.Independent estimates 4.Advertising 5.Analytical techniques 6.Procurement negotiations A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-4, pg 371

83. Outputs Selected seller Agreements Resource calendars Change requests PM plan Updates Project doc updates A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-4, pg 371

84. Control Procurements *The process of managing procurement relationships, monitoring contract performance and making changes and corrections to the contract as appropriate. Day 4: Project Procurement Management, 12.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

85. Control Procurements 85 Day 4: Project Procurement Management, 12.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-6, pg 380.

86. Control Procurements Day 4: Project Procurement Management, 12.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-7, pg 381.

87. Inputs Procurement m/p Procurement docs Agreements Approved Change requests Work performance reports Work performance data Day 4: Project Procurement Management, 12.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-6, pg 380.

88. Tools & Techniques 1.Bidder Conference 2.Procurement performance reviews 3.Payment systems 4.Clams administration 5.Records management systems Day 4: Project Procurement Management, 12.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-6, pg 380.

89. Outputs Work performance info Change requests PM plan Updates Project doc updates OPA updates Day 4: Project Procurement Management, 12.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-6, pg 380.

90. Close Procurements *The process of completing each procurement. Day 4: Project Procurement Management, 12.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

91. Close Procurements Day 4: Project Procurement Management, 12.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-8, pg 386.

92. 92 Close Procurements Day 4: Project Procurement Management, 12.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-89 pg 387.

93. Inputs Project m/p Procurement docs Day 4: Project Procurement Management, 12.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-8, pg 386.

94. Tools & Techniques 1.Procurement audits 2.Procurement negotiations Day 4: Project Procurement Management, 12.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-8, pg 386.

95. Outputs Close Procurement OPA updates Day 4: Project Procurement Management, 12.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 12-8, pg 386.

96. 96 Day 4: Project Stakeholder Management

97. 97 Day 4: Stakeholder Management Learning Objectives Learning Objective: At the conclusion of this block of instruction, students will be able to demonstrate their knowledge and skills of understanding and applying the core concepts of Project Stakeholder Management as a Project Manager. Proficiency will be demonstrated by the students ability to explain, list, demonstrate, analyze and apply the direct and indirect concepts, dependencies and effects of stakeholder management. Learning Objectives will be evaluated by a series of in-class questions, class participation, three cases studies and classroom discussion and questions. Topics: Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement Identify Stakeholders, stakeholder Influence/Power and effective way to manage them Project Stakeholder Management processes

98. Copyright 2015, HusmannTech Project Stakeholder Management *Include the processes required to identify the people, groups, or organizations and how they will impact the project as well as how to effectively engage them. Day 4: Project Stakeholder Management, 13 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-1, pg 392

99. Copyright 2015, HusmannTech Identify Stakeholders * The process of identifying the people, groups, or organizations that could be impacted by the project. Day 4: Project Stakeholder Management, 13.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-3, pg 393

100. Copyright 2015, HusmannTech Identify Stakeholders Day 4: Project Stakeholder Management, 13.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-2, pg 393

101. Copyright 2015, HusmannTech Inputs Project charter Procurement docs EEF OPA Day 4: Project Stakeholder Management, 13.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-2, pg 393

102. Copyright 2015, HusmannTech Tools & Techniques 1.Stakeholder analysis Day 4: Project Stakeholder Management, 13.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-2, pg 393

103. Copyright 2015, HusmannTech Stakeholder Analysis Keep SatisfiedManage Closely MonitorKeep Informed Power Matrix Day 4: Project Stakeholder Management, 13.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-4, pg 397

104. Copyright 2015, HusmannTech Outputs Stakeholder register Day 4: Project Stakeholder Management, 13.1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-2, pg 393

105. Copyright 2015, HusmannTech Plan Stakeholder Management *The process of developing appropriate management strategies to effectively engage stakeholders. Day 4: Project Stakeholder Management, 13.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-6, pg 399.

106. Plan Stakeholder Management 106 Day 4: Project Stakeholder Management, 13.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-6, pg 399.

107. Copyright 2015, HusmannTech Plan Stakeholder Management Day 4: Project Stakeholder Management, 13.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-5, pg 399.

108. Copyright 2015, HusmannTech Inputs Project m/p Stakeholder register EEF OPA Day 4: Project Stakeholder Management, 13.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-5, pg 399.

109. Copyright 2015, HusmannTech Outputs Stakeholder m/p Project doc updates Outputs Day 4: Project Stakeholder Management, 13.2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-5, pg 399.

110. Copyright 2015, HusmannTech Manage Stakeholders Engagement * The process of communicating and working with stakeholders to meet their needs/expectations and address issues as they occur. Day 4: Project Stakeholder Management, 13.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015.

111. Manage Stakeholders Engagement 111 Day 4: Project Stakeholder Management, 13.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-9, pg 405.

112. Copyright 2015, HusmannTech Manage Stakeholders Engagement Day 4: Project Stakeholder Management, 13.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-8, pg 404.

113. Copyright 2015, HusmannTech Inputs Project m/p Commo m/p Change log OPA Day 4: Project Stakeholder Management, 13.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-8, pg 404.

114. Copyright 2015, HusmannTech Tools & Techniques 1.Expert Judgment 2.Facilitation Techniques 3.Project Information System 4.Meetings 5.Analytical Techniques 6.Commo technology 7.Commo models 8.Commo methods 9.Info management systems 10.Performance reporting 11.Documentation reviews 12.Info gathering techniques 13.Checklist analysis 14.Assumption analysis 15.Diagramming techniques 16.SWOT analysis 17.Risk probability and impact assessment 18.Probability and impact matrix 19.Risk data quality assessment 20.Risk categorization 21.Risk urgency assessment 22.Data gathering and representation techniques 23.Qualitative risk analysis and modeling techniques 24.Strategies for negative risk or threats 25.Strategies for positive risk or opportunities 26.Contingent response strategies 27.Risk reassessment 28.Risk audits 29.Variance and trend analysis 30.Technical performance measurement 31.Make-or-buy analysis 32.Market research 33.Bidder Conference 34.Proposal evaluation techniques 35.Independent estimates 36.Advertising 37.Analytical techniques 38.Procurement negotiations 39.Procurement performance reviews 40.Payment systems 41.Clams administration 42.Records management systems 43.Procurement audits 44.Stakeholder analysis 45.Communication methods 46.Interpersonal skills 47.Management Skills 1.Communication methods 2.Interpersonal skills 3.Management Skills Day 4: Project Stakeholder Management, 13.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-8, pg 404.

115. Copyright 2015, HusmannTech Outputs Issue log Change requests PM plan updates Project doc updates OPA updates Day 4: Project Stakeholder Management, 13.3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-8, pg 404.

116. Copyright 2015, HusmannTech Control Stakeholder Engagement * The process of monitoring stakeholder relationships and adjusting stakeholder engagement strategies. Day 4: Project Stakeholder Management, 13.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Table 3-1, pg 61. These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-1, pg 392.

117. Copyright 2015, HusmannTech Control Stakeholder Engagement Day 4: Project Stakeholder Management, 13.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-1, pg 392

118. Control Stakeholder Engagement 118 Day 4: Project Stakeholder Management, 13.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-11, pg 410.

119. Copyright 2015, HusmannTech Control Stakeholder Engagement Day 4: Project Stakeholder Management, 13.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-10, pg 410.

120. Copyright 2015, HusmannTech Inputs Project m/p Issue log Work performance data Project docs Day 4: Project Stakeholder Management, 13.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-10, pg 410.

121. Copyright 2015, HusmannTech Tools & Techniques 1.Expert Judgment 2.Facilitation Techniques 3.Project Information System 4.Meetings 5.Analytical Techniques 6.Change control tools 7.Interviews 8.Focus Groups 9.Facilitated workshops 10.Group creativity techniques 11.Group decision-making techniques 12.Questionnaires and surveys 13.Observations 14.Prototypes 15.Benchmarking 16.SWOT analysis 17.Risk probability and impact assessment 18.Probability and impact matrix 19.Risk data quality assessment 20.Risk categorization 21.Risk urgency assessment 22.Data gathering and representation techniques 23.Qualitative risk analysis and modeling techniques 24.Strategies for negative risk or threats 25.Strategies for positive risk or opportunities 26.Contingent response strategies 27.Risk reassessment 28.Risk audits 29.Variance and trend analysis 30.Technical performance measurement 31.Make-or-buy analysis 32.Market research 33.Bidder Conference 34.Proposal evaluation techniques 35.Independent estimates 36.Advertising 37.Analytical techniques 38.Procurement negotiations 39.Procurement performance reviews 40.Payment systems 41.Clams administration 42.Records management systems 43.Procurement audits 44.Stakeholder analysis 45.Communication methods 46.Interpersonal skills 47.Management Skills 1.Communication methods 2.Interpersonal skills 3.Management Skills Day 4: Project Stakeholder Management, 13.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-10, pg 410.

122. Copyright 2015, HusmannTech Outputs Work performance info Change requests PM plan Updates Project doc updates OPA updates Day 4: Project Stakeholder Management, 13.4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2015, Figure 13-10, pg 410.

123. 123 Day 4: Ethics & Values

124. 124 Day 4: Ethics Learning Objectives Learning Objective: At the conclusion of this block of instruction, students will be able to demonstrate their knowledge and skills of understanding and application of the core concepts of the core Ethics and Values within the Project Management Profession. Proficiency will be demonstrated by the students ability to explain, list, demonstrate, analyze and apply the direct and indirect concepts, dependencies and effects of ethics management in class discussions, analysis and case studies. Learning Objectives will be evaluated by a series of in-class questions, class participation, three cases studies and classroom discussion and questions. Topics: Identifying an Ethical Dilemma Ethics Complaints Procedure PMI Ethics Responsibilities of the Project Manager

125. Ethics - Creed 125 PMI© Code of Ethics and Professional Conduct : http://www.pmi.org/About-Us/~/media/PDF/Ethics/PMI-Code-of-Ethics-andProfessional-Conduct.ashx As practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives – at work, at home, and in service to our profession. This Code of Ethics and Professional Conduct describes the expectations that we have of ourselves and our fellow practitioners in the global project management community. It articulates the ideals to which we aspire as well as the behaviors that are mandatory in our professional and volunteer roles. The purpose of this Code is to instill confidence in the project management profession and to help an individual become a better practitioner. We do this by establishing a profession-wide understanding of appropriate behavior. We believe that the credibility and reputation of the project management profession is shaped by the collective conduct of individual practitioners. We believe that we can advance our profession, both individually and collectively, by embracing the Code of Ethics and Professional Conduct. We also believe that this Code will assist us in making wise decisions, particularly when faced with difficult situations where we may be asked to compromise our integrity or our values. Our hope is that this Code of Ethics and Professional Conduct will serve as a catalyst for others to study, deliberate, and write about ethics and values. Further, we hope that this Code will ultimately be used to build upon and evolve our profession.

126. Ethics - Responsibility 126 PMI© Code of Ethics and Professional Conduct : http://www.pmi.org/About-Us/~/media/PDF/Ethics/PMI-Code-of-Ethics-andProfessional-Conduct.ashx As practitioners in the global project management community: We make decisions and take actions based on the best interests of society, public safety and the environment. We accept only those assignments that are consistent with our background, experience, skills and qualifications. We fulfill the commitments that we undertake – we do what we say we will do. When we make errors or omissions, we take ownership and make corrections promptly. When we discover errors or omissions caused by others, we communicate them to the appropriate body as soon as they are discovered. We accept accountability for any issues resulting from our errors or omissions and any resulting consequences. We protect proprietary or confidential information that has been entrusted to us. We uphold this Code and hold each other accountable to it.

127. Ethics – Areas of Focus 127 PMI© Code of Ethics and Professional Conduct : http://www.pmi.org/About-Us/~/media/PDF/Ethics/PMI-Code-of-Ethics-andProfessional-Conduct.ashx Respect: behavior, listen to others, direct approach in conflict or disagreement, behave in a professional manner. Fairness: Transparent, impartial and objective. Honesty: Seek to understand truth, truthful in communication and conduct, provide accurate information in a timely manner.

128. 128 Day 4: End of Class Day 4: End of Class Evaluations

129. Certificate of Completion CERTIFICATE NUMBER: Student Name THIS ACKNOWLEDGES THAT NAME, PROGRAM COORDINATORDATE HAS SUCCESSFULLY COMPLETED THE HusmannTech PMP ® PREPARATION CLASS DURATION: 35 HOURS CATEGORY B (non R.E.P.): 35 PDUs Not Valid without Seal PMP is a registered mark of the Project Management Institute, Inc.

130. Thank you and Congratulations! Next Steps: Set a date for the test Use PMI® and PMI® Approved References and Study materials Mentoring & Communicate Study, Practice, Repeat 130 Future Steps End of Class