Expert judgment
“Expert Judgment” is a tool/technique for the process “Develop Project Charter”.
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or
individual with specialized knowledge or training and is available from many sources, including:
– Other units within the organization,
– Consultants,
– Stakeholders, including customers or sponsors,
– Professional and technical associations,
– Industry groups,
– Subject matter experts (SME), and – Project management office (PMO).
“Expert Judgment” is a tool/technique for the process “Develop Project Management Plan”.
When developing the project management plan, expert judgment is utilized to:
– Tailor the process to meet the project needs,
– Develop technical and management details to be included in the project management plan,
– Determine resources and skill levels needed to perform project work,
– Define the level of configuration management to apply on the project,
– Determine which project documents will be subject to the formal change control process, and – Prioritize the work on the project to ensure the project resources are allocated to the appropriate work at the appropriate time.
“Expert Judgment” is a tool/technique for the process “Direct and Manage Project Work “.
Expert judgment is used to assess the inputs needed to direct and manage execution of the project management plan. Such judgment and expertise are applied to all technical and management details during this process. This expertise is provided by the project manager and the project management team using specialized knowledge or
training. Additional expertise is available from many sources, including:
– Other units within the organization;
– Consultants and other subject matter experts (internal and external);
– Stakeholders, including customers, suppliers, or sponsors; and – Professional and technical associations.
“Expert Judgment” is a tool/technique for the process “Monitor and Control Project Work “.
Expert judgment is used by the project management team to interpret the information provided by the monitor and control processes. The project manager, in collaboration with the team, determines the actions required to ensure that project performance matches expectations.
“Expert Judgment” is a tool/technique for the process “Perform Integrated Change Control”.
In addition to the project management team?s expert judgment, stakeholders may be asked to provide their expertise and may be asked to sit on the change control board (CCB). Such judgment and expertise are applied to
any technical and management details during this process and may be provided by various sources, for example:
– Consultants,
– Stakeholders, including customers or sponsors,
– Professional and technical associations,
– Industry groups,
– Subject matter experts (SMEs), and – Project management office (PMO).
“Expert Judgment” is a tool/technique for the process “Close Project or Phase”.
Expert judgment is applied when performing administrative closure activities. These experts ensure the project or phase closure is performed to the appropriate standards. Expertise is available from many sources, including
but not limited to
– Other project managers within the organization,
– Project management office (PMO), and – Professional and technical associations.
“Expert Judgment” is a tool/technique for the process “Plan Scope Management”.
Expert judgment refers to input received from knowledgeable and experienced parties. Expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training in developing scope management plans.
“Expert Judgment” is a tool/technique for the process “Define Scope”.
Expert judgment is often used to analyze the information needed to develop the project scope statement. Such judgment and expertise is applied to any technical detail. Such expertise is provided by any group or individual with
specialized knowledge or training, and is available from many sources, including but not limited to:
– Other units within the organization;
– Consultants;
– Stakeholders, including customers or sponsors;
– Professional and technical associations;
– Industry groups; and – Subject matter experts.
“Expert Judgment” is a tool/technique for the process “Create WBS”.
Expert judgment is often used to analyze the information needed to decompose the project deliverables down into smaller component parts in order to create an effective WBS. Such judgment and expertise is applied to technical details of the project?s scope and used to reconcile differences in opinion on how to best break down the overall scope of the project. This level of expertise is provided by any group or individual with relevant training, knowledge, or experience with similar projects or business areas. Expert judgment can also come in the form of predefined templates that provide guidance on how to effectively break down common deliverables. Such templates may be industry or discipline specific or may come from experience gained in similar projects. The project manager, in collaboration with the project team, then determines the final decomposition of the project scope into the discrete work packages that will be used to effectively manage the work of the project.
Value Management System Project 1,1 Needs Assessment 1,2 Standards Development 1,3 Systems Engineering 1,4 Project Management The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.
Components Identification Gap Assessment Alternatives Identification System Requirements Development Alternatives Development Requirements Determination Current System Audit Components Analysis Requirements Changes Identification Alternatives Analysis Figure 5-11. Sample WBS Decomposed Down Through Work Packages A WBS structure may be created through various approaches. Some of the popular methods include the topdown approach, the use of organization-specific guidelines, and the use of WBS templates. A bottom-up approach can be used during the integration of subcomponents. The WBS structure can be represented in a number of forms,
such as: – Using phases of the project life cycle as the second level of decomposition, with the product and project
deliverables inserted at the third level, as shown in Figure 5-12;
– Using major deliverables as the second level of decomposition, as shown in Figure 5-13; and – Incorporating subcomponents which may be developed by organizations outside the project team, such as contracted work. The seller then develops the supporting contract WBS as part of the contracted work.
Planning Software Product Release 5.0 Detail Design Construct Integration and Test Project Management Product Requirements Software Software Software Software Meetings User Documentation User Documentation User Documentation User Documentation Administration Training Program Materials Training Program Materials Training Program Materials Training Program Materials The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.
Figure 5-12. Sample WBS Organized by Phase System Engineering Management Supporting PM Activities Aircraft System Project Management Equipment Training Facilities Training Services Training Training Technical Orders Engineering Data Management Data Data Air Vehicle Organizational Level SE Intermediate Level SE Depot Level SE Support Equipment Airframe Engine Communication System Navigation System Fire Control System Base Buildings Maintenance Facility Facilities Mock-ups Operational Test Developmental Test Test Test and Evaluation The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.
Figure 5-13. Sample WBS with Major Deliverables Decomposition of the upper-level WBS components requires subdividing the work for each of the deliverables or subcomponents into its most fundamental elements, where the WBS components represent verifiable products, services, or results. The WBS may be structured as an outline, an organizational chart, or other method that identifies a hierarchical breakdown. Verifying the correctness of the decomposition requires determining that the lower-level WBS components are those that are necessary and sufficient for completion of the corresponding higher-level deliverables. Different deliverables can have different levels of decomposition. To arrive at a work package, the work for some deliverables needs to be decomposed only to the next level, while others need additional levels of decomposition. As the work is decomposed to greater levels of detail, the ability to plan, manage, and control the work is enhanced. However, excessive decomposition can lead to nonproductive management effort, inefficient use of resources, decreased efficiency in performing the work, and difficulty aggregating data over different levels of the WBS.
Decomposition may not be possible for a deliverable or subcomponent that will be accomplished far into the future. The project management team usually waits until the deliverable or subcomponent is agreed on, so the details of the WBS can be developed. This technique is sometimes referred to as rolling wave planning.
The WBS represents all product and project work, including the project management work. The total of the work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed.
This is sometimes called the 100 percent rule.
For specific information regarding the WBS, refer to the Practice Standard for Work Breakdown Structures ? Second Edition [7]. This standard contains industry-specific examples of WBS templates that can be tailored to specific projects in a particular application area.
“Expert Judgment” is a tool/technique for the process “Plan Schedule Management”.
Expert judgment, guided by historical information, provides valuable insight about the environment and information from prior similar projects. Expert judgment can also suggest whether to combine methods and how to reconcile differences between them.
Judgment based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed, should be used in developing the schedule management plan.
“Expert Judgment” is a tool/technique for the process “Define Activities”.
Project team members or other experts, who are experienced and skilled in developing detailed project scope statements, the WBS, and project schedules, can provide expertise in defining activities.
“Expert Judgment” is a tool/technique for the process “Estimate Activity Resources”.
Expert judgment is often required to assess the resource-related inputs to this process. Any group or person with specialized knowledge in resource planning and estimating can provide such expertise.
“Expert Judgment” is a tool/technique for the process “Estimate Activity Durations”.
Expert judgment, guided by historical information, can provide duration estimate information or recommended maximum activity durations from prior similar projects. Expert judgment can also be used to determine whether to combine methods of estimating and how to reconcile differences between them.
“Expert Judgment” is a tool/technique for the process “Plan cost management”.
Expert judgment, guided by historical information, provides valuable insight about the environment and information from prior similar projects. Expert judgment can also suggest whether to combine methods and how to reconcile differences between them.
Judgment based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed should be used in developing the cost management plan.
“Expert Judgment” is a tool/technique for the process “Estimate costs”.
Expert judgment, guided by historical information, provides valuable insight about the environment and information from prior similar projects. Expert judgment can also be used to determine whether to combine methods of estimating and how to reconcile differences between them.
“Expert Judgment” is a tool/technique for the process “Determine budget”.
Expert judgment, guided by experience in an application area, Knowledge Area, discipline, industry, or similar project, aids in determining the budget. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training. Expert judgment is available from many sources, including, but
not limited to:
– Other units within the performing organization,
– Consultants,
– Stakeholders, including customers,
– Professional and technical associations, and – Industry groups.
“Expert Judgment” is a tool/technique for the process “Plan Human Resource Management”.
When developing the human resource management plan, expert judgment is used to:
– List the preliminary requirements for the required skills;
– Assess the roles required for the project based on standardized role descriptions within the organization;
– Determine the preliminary effort level and number of resources needed to meet project objectives;
– Determine reporting relationships needed based on the organizational culture;
– Provide guidelines on lead time required for staffing, based on lessons learned and market conditions;
– Identify risks associated with staff acquisition, retention, and release plans; and – Identify and recommend programs for complying with applicable government and union contracts.
“Expert Judgment” is a tool/technique for the process “Control communications “.
Expert judgment is often relied upon by the project team to assess the impact of the project communications, need for action or intervention, actions that should be taken, responsibility for taking such actions, and the timeframe for taking action. Expert judgment may need to be applied to technical and/or management details and may be
provided by any group or individual with specialized knowledge or training, such as:
– Other units within the organization,
– Consultants,
– Stakeholders, including customers or sponsors,
– Professional and technical associations,
– Industry groups,
– Subject matter experts, and – Project management office (PMO).
The project manager, in collaboration with the project team, then determines the actions required to ensure that the right message is communicated to the right audience at the right time.
“Expert Judgment” is a tool/technique for the process “Plan Risk management”.
To ensure a comprehensive establishment of the risk management plan, judgment, and expertise should be
considered from groups or individuals with specialized training or knowledge on the subject area, such as:
– Senior management,
– Project stakeholders,
– Project managers who have worked on projects in the same area (directly or through lessons learned),
– Subject matter experts (SMEs) in business or project area,
– Industry groups and consultants, and – Professional and technical associations.
“Expert Judgment” is a tool/technique for the process “Identify risks”.
Risks may be identified directly by experts with relevant experience with similar projects or business areas.
Such experts should be identified by the project manager and invited to consider all aspects of the project and suggest possible risks based on their previous experience and areas of expertise. The experts? bias should be taken into account in this process.
“Expert Judgment” is a tool/technique for the process “Perform Qualitative Risk Analysis “.
Expert judgment is required to assess the probability and impact of each risk to determine its location in the matrix shown in Figure 11-10. Experts generally are those having experience with similar, recent projects.
Gathering expert judgment is often accomplished with the use of risk facilitation workshops or interviews. The experts? bias should be taken into account in this process.
“Expert Judgment” is a tool/technique for the process “Perform Quantitative Risk Analysis “.
Expert judgment (ideally using experts with relevant, recent experience) is required to identify potential cost and schedule impacts, to evaluate probability, and to define inputs such as probability distributions into the tools.
Expert judgment also comes into play in the interpretation of the data. Experts should be able to identify the weaknesses of the tools as well as their strengths. Experts may determine when a specific tool may or may not be more appropriate given the organization?s capabilities and culture.
“Expert Judgment” is a tool/technique for the process “Plan Risk Responses”.
Expert judgment is input from knowledgeable parties pertaining to the actions to be taken on a specific and defined risk. Expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training in establishing risk responses.
“Expert Judgment” is a tool/technique for the process “Plan Procurement management”.
Expert judgment is often used to assess the inputs to and outputs from this process. Expert purchasing judgment can also be used to develop or modify the criteria that will be used to evaluate seller proposals. Expert legal judgment may involve the services of legal staff to assist with unique procurement issues, terms, and conditions.
Such judgment, including business and technical expertise, can be applied to both the technical details of the acquired products, services, or results and to various aspects of the procurement management processes.
“Expert Judgment” is a tool/technique for the process “Conduct Procurements “.
Expert judgment may be used in evaluating seller proposals. The evaluation of proposals may be accomplished by a multi-discipline review team with expertise in each of the areas covered by the procurement documents and proposed contract. This can include expertise from functional disciplines such as contracting, legal, finance, accounting, engineering, design, research, development, sales, and manufacturing.
“Expert Judgment” is a tool/technique for the process “Identify Stakeholders”.
To ensure comprehensive identification and listing of stakeholders, judgment and expertise should be sought
from groups or individuals with specialized training or subject matter expertise, such as:
– Senior management;
– Other units within the organization;
– Identified key stakeholders;
– Project managers who have worked on projects in the same area (directly or through lessons learned);
– Subject matter experts (SMEs) in the business or project area;
– Industry groups and consultants; and – Professional and technical associations, regulatory bodies, and nongovernmental organizations (NGOs).
Expert judgment can be obtained through individual consultations (one-on-one meetings, interviews, etc.) or through a panel format (focus groups, surveys, etc.).
“Expert Judgment” is a tool/technique for the process “Plan Stakeholder Management”.
Based on the project objectives, the project manager should apply expert judgment to decide upon the level of engagement required at each stage of the project from each stakeholder. For example, at the beginning of a project, it may be necessary for senior stakeholders to be highly engaged in order to clear away any obstacles to success.
Once these have been successfully removed, it may be sufficient for senior stakeholders to change their level of engagement from leading to supportive, and other stakeholders, such as end users, may become more important.
In order to create the stakeholder management plan, judgment and expertise should be sought from groups or individuals with specialized training or subject matter expertise or insight into the relationships within the
organization, such as:
– Senior management;
– Project team members;
– Other units or individuals within the organization;
– Identified key stakeholders;
– Project managers who have worked on projects in the same area (directly or through lessons learned);
– Subject matter experts in business or project area;
– Industry groups and consultants; and – Professional and technical associations, regulatory bodies, and nongovernmental organization (NGOs).
Expert judgment can be obtained through individual consultations (one-on-one meetings, interviews, etc.) or through a panel format (focus groups, surveys, etc.).
“Expert Judgment” is a tool/technique for the process “Control Stakeholder Engagement”.
To ensure comprehensive identification and listing of new stakeholders, reassessment of current stakeholders can be performed. Input should be sought from groups or individuals with specialized training or subject matter
expertise, such as:
– Senior management;
– Other units or individuals within the organization;
– Identified key stakeholders;
– Project managers who have worked on projects in the same area (directly or through lessons learned);
– Subject matter experts in the business or project area;
– Industry groups and consultants; and – Professional and technical associations, regulatory bodies, and nongovernmental organizations.
Expert judgment can be obtained through individual consultations (such as one-on-one meetings or interviews) or through a panel format (such as focus groups or surveys).
This definition was found in the PMBOK V5
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