project management (non-vital sections) part 2

project charter

aa document that outlines the purpose and requirements of the project. It includes details, like key participants and stakeholders, scope, objectives, and overall goals. it provides a foundation for defining project decisions and ensuring they are in line with company goals. 1st formal project document and generally signed & approved by the project sponsor. project cannot start without project charter Provides a condensed, summary-level overview of the project Allows stakeholders to document the agreed upon scope and objectives, approach, and major deliverables of the project

how to find EST, EFT, LST, LFT, and slack

EST = Max [EFT of all immediate predecessors] (0 if start) EFT = EST + Activity duration LST = LFT - Activity duration LFT = Min [LST of all immediate successors] (EFT if at end) Slack = LST - EST Or Slack = LFT - EFT EST is earliest start time EFT is earliest finish time LST is latest start time LFT is latest finish time

Using guidelines (WBS)

Every company has own guidelines to obtain the best possible outcome of the project. check the past project templates, relative documentations, examples for past successful projects, and important information - all that is used for the benefit of the WBS design

executing process group critical activity

1. acquire resource - This involves securing necessary personnel, equipment, materials, and facilities to carry out project activities. 2. Perform quality assurance (QA) - involve continuous monitoring and verification of processes to maintain the desired level of quality. 3. manage communication plan - includes exchanging project information to team member & stakeholders and addressing any issues related to project communication. 4. implement risk response - involves implementing risk mitigation, contingency, or acceptance strategies to address potential threats and opportunities.

initiating process group critical activity

1. develop project charter - a charter that officially authorize the project (signed by sponsor / senior management) 2. identify stakeholder(s) 3. Defining and authorizing the project 4. Determine if the project is worth continuing, should be redirected, or canceled (if ask for more) 5.kick-off meeting - During the meeting, all stakeholders involve in the project can meet each other face-to-face to review the goals of the project, and discuss future plans. also an opportunity for stakeholders to meet the team.

Change Control Board (CCB)

A formal group of people responsible for approving or rejecting changes to a project. CCB provides guidelines for preparing change requests, evaluating change requests, and managing the implementation of approved changes.

process group progression (and process definition)

A process is a series of actions directed toward a particular result. 1. Initiating processes 2. Planning processes 3. Executing processes 4. Monitoring and Controlling processes 5. Closing processes

Requirements Traceability Matrix

A table that lists requirements, their various attributes, and the status of the requirements to ensure that all are addressed

Gantt chart (and advantages)

A time and activity bar chart that is used for planning, managing, and controlling major programs that have a distinct beginning and end. Advantages: • Easy to understand even though it may contain a great deal of information. • Easy to maintain though require frequent updating. • Provide a clear picture of the current state of a project. • Easy to construct.

The Mind-Mapping Approach

The mind mapping approach describes the process of brainstorming by creating a branching structure that diagrams the thoughts and ideas associated with the project. the tasks are written into non-linear, branching format and then create the WBS structure. Once completed, the mind mapping can be used in developing a top-down or bottom-up approach WBS.

Rational Unified Process (RUP) framework

An iterative software development process created by IBM that focuses on team productivity and enables all team members to deliver software best practices to the organization. It embodies industry-standard management and technical methods and techniques to provide a software engineering process particularly suited to creating and maintaining component-based software system solutions.

information technology planning stages

Information Technology Strategy Planning Business Area Analysis Project Planning Resource Allocation

Scope validation

There have been many IT projects failing due to scope creep. For this reason, it is very crucial to verify the project scope with the customers or users throughout the life of the project and develop a process for controlling scope changes. Scope validation involves formal acceptance by customer inspection and sign-off on the completed project deliverables. We can see that, in order to minimize scope changes, it is important to have good configuration management and project scope validation.

Preventive actions (PA)

They can avoid or reduce the probability of negative consequences associated with project risks. Example: Modifying a time-tracking system screen toavoid common errors people have made in the past.

Configuration management

ensuring the descriptions of the project's products are correct and complete. It involves identifying and controlling the functional and physical design characteristics of products and their support documentation.

Change requests (CR)

formal proposal to alter a project's scope, schedule, budget, or other aspects which include recommended corrective and preventive actions and defect repairs.

payback period

the amount of time it will take to recoup the total dollars invested in a project, in terms of net cash inflows. determines how much time will elapse before accrued benefits overtake accrued and continuing costs.

gold plating

• Going beyond the scope and delivering more than customer's requirement. • Can result in increased cost and less chances of project success. • A bad practice in project management.

three objectives of integrated change control and what is integrated change control

1) Influencing the factors to achieve beneficial changes 2) Determining changes have occurred 3) Managing actual changes as they occur It is reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions. ensure no change was made without consideration of the overall project objectives or plans

what is usually in the project scope?

1) JustificationReasons why the project is created. Important forstakeholders to understand project justification. 2) Product description - All known characteristics of a result, product, service that will be produced. 3) Acceptance criteria - Conditions that must be fulfilled before the acceptance of project deliverables. 4) Deliverables (or objectives) - What will be produced (result, product, service).Important for stakeholders to agree upon. 5) Exclusions - Statements or any elements not included in a project. They help to prevent scope creep. 6) Constraints - Any limitations a project faces due to various reasons: resources, funding, time etc. 7) Assumptions - They bring some uncertainties and risks to a project and need to be carefully analyzed. All stakeholders should be aware and minimize them. 8) Cost estimates - The cost estimates needed to complete a project. They may be unknown at first, but it is important to know accurate costs.

CPM steps

1. Define the project scope/goals and prepare the work breakdown structure (WBS). 2. Define the sequential or parallel relationships among the activities. 3. Present the network diagram with all the activities connected. 4. For each activity, assign the time and/or cost estimates. 5. Determine the critical path, the path with the longest time through the network. 6. Use the network diagram to monitor and controlthe project progress.

Preinitiation process

1. Determine the scope, time, and cost 2. Identify the project sponsor. 3. Select the project manager. 4. Develop a business case for a project. 5. Meet with the project manager to review the process and expectations for managing the project. 6. Determine if the project should be divided into two or more smaller projects.

groundwork / pre-initiation tasks to lay down before a project officially starts

1. Determine the scope, time, and cost constraints for the project. 2. Identify the project sponsor. 3. Select the project manager. 4. Develop a business case for a project. 5. Meet with the project manager to review the process and expectations for managing the project. 6. Determine if the project should be divided into two or more smaller projects.

closing process group critical activity

1. End the project efficiently - Ensure that all loose ends are tied up, and any outstanding work is brought to completion. 2. Archiving project files - for future reference 3. Closing out contracts - closing out contracts, settling any outstanding payments, and obtaining formal sign-offs from vendors or contractors. 4. Document lessons learned - for future project

How do we achieve accuracy in scope definition?

1. Expert judgment 2. Product analysis 3. Alternatives identification 4. Decision-making skills.

requirement collection techniques

1. Interviewing stakeholders It is often very effective when done one on one, however it can be expensive and time consuming. 2. Focus group Harnessing the group creativity and decision-making techniques; faster and less expensive than one-on-one interviews. 3. Questionnaires and surveys They can be efficient when the key stakeholders provide honest and thorough information. 4. Observation It can be a good technique for projects that involve improving work processes and procedures. 5. Prototyping and document analysis They are commonly used for software development projects for collecting requirements and context diagrams, which help to clarify the interfaces and boundaries of a project or process. 6. Benchmarking Comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization.

monitoring and controlling process group critical activity

1. Measure progress against all plans 2. Take corrective actions when there is deviation 3. Ensure that progress meet project objectives 4.Reporting performance to stakeholders

project scope management main processes

1. Plan scope management 2. Collect requirements 3. Define scope 4. Create WBS 5. Verify/validate Scope 6. Control Scope

change control systems types

1. Scope Change Control System: It is the mostcommon, as most project changes affect theproject scope first and foremost. 2. Cost Change Control System: With a scope change, there is a corresponding cost concern. Even without changing the project scope, a change in materials or labor costs can occur. 3. Schedule Change Control System: Scope changes can affect the project schedule as more deliverables may mean more time needed to complete them. Schedule changes can happen even there is no change to the project scope. For example, a delay by a supplier to ship the materials needed in a project. 4. Contract Change Control System: Contracts typically have provisions for allowing changes or additional items to be entered into the contracted work, but not always. Changes to the project scope may directly affect the contracted work so the contract change control system is enacted.

planning process group critical activity

1. Scope Definition and Documentation - Clearly defining the project scope involves detailing what will be included and excluded from the project. the document serves as a baseline for project planning and execution. 2. Create a Work Breakdown Structure (WBS) - Breaking down the project scope into smaller, manageable components 3. develop schedule - Creating a detailed project schedule involves sequencing project activities, estimating durations, and determining resource dependencies 4. risk management planning - Developing a comprehensive risk management plan is essential for identifying, analyzing, and responding to potential risks that could impact the project. This activity includes risk identification, assessment, mitigation planning, and contingency planning.

How can scope creep be avoided?

1. Set well defined scope and requirements 2. Set clear, measurable objectives and focus on the deliverables 3. Establish an effective change management process and follow it diligently 4. Provide project updates and engage sponsor and stakeholders regularly 5. Break down projects into smaller and manageable sub-tasks

categorizing it project (project selection technique)

IT projects can be classified based on the project's impetus, time window, and general priority. the project impetus contains the problems (current problem), opportunities, and directives (new requirement)

The Bottom-up Approach (WBS)

In this approach, team members first identify as many specific tasks related to the project as possible. They then aggregate or group the specific tasks and organise them into summary activities, or higher levels in the WBS. It can be quite chaotic if the tasks identified by the team are not all at the same level. It may be time consuming to ensure that all tasks at a given level have been completely identified. At the same time, it is resource intensive since it assumes that all members of the team have sufficient domain knowledge. The team needs to have a complete understanding of the project requirements to identify and integrate tasks at different levels. Often a few low-level tasks are inadvertently omitted because team members are either not knowledgeable or sensitive to all parts of the project. This approach is only recommended when the WBS is created by a group of experts who have a very detailed knowledge of the project and its decomposed elements.

Fast Tracking

It compresses a project timeline and shortens the project duration. During fast-tracking, a planned activity is partially or completely overlapping with another. Activities that were initially scheduled to be done one after another (in sequence) can be rearranged to occur at the same time (in parallel).

Executing Process Group

It involves taking the necessary actions to complete the activities in the project plan. The products of the project are created during project execution, and it usually takes the most resources to accomplish this process. Examples of executing processes include directing and managing project work, coordinating people, managing project knowledge, acquiring resources, and conducting procurements.

Work Breakdown Structure

It is the main tool or technique of decomposition, that is, subdividing project deliverables into smaller pieces or work packages. it is an important document in project management that provides the basis for planning and managing project resources, costs, schedules, and changes. As the WBS defines the total scope of the project methods of creating WBS: 1. Using guidelines 2. The analogy approach 3. The top-down approach 4. The bottom-up approach 5. The mind-mapping approach

NPV

Net Present Value - looks at the expected net monetary gain or loss from a project by calculating the value of all expected future cash inflows and outflows at the present time. discount rate is assumed NPV = ((current year cashflow)/((1+discount rate)^year)) + (repeat the process up to N amount of year) - (initial investment)

corrective and preventive action to make sure schedule on time

Preventive Measures: -Detailed Planning Develop a comprehensive project plan that includes detailed schedules, milestones, and dependencies. Consider using project management tools to facilitate planning and tracking. Corrective Measures: -Reevaluation of Resources If delays occur, reassess resource allocation. Determine if additional resources are needed or if tasks can be redistributed to keep the project on track.

project initiation (process group)

Project initiation is the 1st phase of the project management life cycle and in this stage, companies decide if the project is needed and how beneficial it will be for them. Initiating processes take place during each phase of a project. For example, in the close-out phase, initiating processes are used to ensure that the project team completes all the work, that someone documents lessons learned, and that the customer accepts the work. The two metrics that are used to judge a proposed project and determine the expectations from it are the business case and feasibility study.

Communicating changes

Project managers should use written (formal) and oral (informal) performance reports to communicate and manage project changes. Example: If two programmers are working on the same file, they must communicate and coordinate to merge their changes.

project scope vs product scope

Project scope is measured against the project management plan, whereas product scope is measured against the product requirements take a data center for example: Product scope would include the physical deliverables: the computers, servers, office space, network connectivity and requisite software. Project scope would focus on the process of getting from empty space to a fully functioning data center.

Six Sigma methodologies

Six Sigma methodologies are developed by many project quality experts and they are widely used in projects of many organizations. Two main methodologies used on Six Sigma projects are: a) Define, Measure, Analyze, Improve, and Control (DMAIC) is applied to enhance an existing business process. b) Define, Measure, Analyze, Design, and Verify (DMADV) is applied to create new product or process designs to attain predictable, error-free performance.

weighted scoring model steps

Step 1: Identify criteria that are critical to the project selection process. It often takes time to develop and reach agreement on these criteria. Holding brainstorming sessions or using group discussions to exchange ideas can help in developing these criteria. Step 2: Assign a weight to each criterion based on its importance. Once again, determining weights requires consultation and final agreement. Assign weights based on percentages; the higher the weightage, the more important the criteria. The weights of the criteria must total 100%. Step 3: Assign numerical scores to each criterion (e.g., 0 to maximum 100) for each project. The scores indicate how much each project meets each criterion. Higher scores represent better performance of the criteria

The Top-down Approach

The WBS is derived by decomposing the overall project into sub-projects or lower-level tasks. This decomposition is based on general project characteristics and not on detailed design elements. The decomposition continues until the tasks or work units reach a level where they can be accurately defined and estimated. The top-down approach is best suited to project managers who have vast technical insight and a big-picture perspective. This approach is more popular than the bottom-up approach as it is more logical & rational to first define a solution to a problem & then dissect the solution into the steps required to implement. Besides, it is also human nature is to first start with a broad approach to a problem and then iteratively narrow it down to specifics.

Initiating Process Group

These processes include defining and authorising a project or project phase. Initiating processes take place during each phase of a project. For example, in the close-out phase, initiating processes are used to ensure that the project team completes all the work, that someone documents lessons learned, and that the customer accepts the work.

planning process group

These processes include devising and maintaining a workable scheme to ensure that the project addresses the organization's needs. (needs to be done by someone knowledgeable in the field) Projects include several plans, such as the scope management plan, schedule management plan, cost management plan, and procurement management plan. These plans define each knowledge area as it relates to the project at a particular point in time. For example, a project team must develop a plan to define the work needed for the project, to schedule activities related to that work, to estimate costs for performing the work, and to decide what resources to procure to accomplish the work. To account for changing conditions on the project and in the organization, project teams often revise plans during each phase of the project life cycle. The project management plan coordinates and encompasses information from all other plans.

Closing Process Group

These processes include formalizing acceptance of the project or project phase and ending it efficiently. Administrative activities are often involved in this process group, such as archiving project files, documenting lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project. It involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end. It includes verifying that all of the deliverables are complete, and it often includes final project report and presentation.

Monitoring and Controlling Process Group

These processes include regularly measuring and monitoring progress to ensure that the project team meets the project objectives. 1. Measure progress on all plans 2. Take corrective actions when there is deviation 3. Ensure that progress meet project objectives 4. Ensure that the project meets stakeholders' needs and quality standards 5. Reporting performance to stakeholders 6. Stakeholder can identify any necessary changes to keep project on track

defect repairs

They involve bringing defective deliverables into conformance with specifications or requirements. Unlike corrective actions, defect repairs address immediate concerns. Example: Assign someone to redo a wrong data entry.

the analogy approach (WBS)

This technique uses a repository of WBS's on file that already worked for similar kind of project in past. The project manager can review a previous project WBS for a new project at a new company, because it is the same method for all projects. For example, you know a colleague did a similar IT upgrade project last year, you could ask him or her to share the WBS for that project to provide a starting point for yours. Alternatively, you could be currently working on an eCommerce website project and you have successfully worked on such similar projects previously, then it is easier for you to break down the work based on the past experiences.

Stand-up meeting

To quickly communicate what is most important for the project. Conducted once a week or even every morning, depending on the nature of the project. Requires participants to stand and keeps meeting short. It forces everyone to focus on the most important project events.

WBS dictionary

a document that describes detailed information about each WBS item. Its' format can vary based on project needs. It might be appropriate to have just a short paragraph describing each work package As WBS is a visual tool, and because of its graphic nature, it does not have the space to explain the details of each step. To add this information to the WBS would be to make it difficult to read and use. The purpose of the WBS dictionary, then, is to add additional context to the WBS and increase its usability. WBS structures have a title and often a number indicating each individual step. These labels correspond to the WBS dictionary, where detailed explanation of the step's purpose and execution is provided. When referring to the WBS dictionary, it gives a deeper understanding of what's needed to complete the project successfully. It ensures that the project is meeting whatever regulatory or compliance issues govern the work. It also makes sure the deliverables are meeting the quality expectations of the project stakeholders. Use it make sure that the project work is done right the first time and avoid costly and timely revisions.

project management process group (or just process group)

a guide that are designed to help PM focus on what needs to be done at a particular point (or phase) in a project. each project may have different process phases combination, but need all 5 process group. The process groups are inter-connected. For instance, throughout the project's life span, project managers must perform monitoring and controlling processes. Which means, monitoring and controlling processes occur simultaneously throughout a project with initiating, planning, executing, and closing processes. Initiating and planning processes can occur at the same time with executing processes, and so on for each process group.

Critical Path Method (CPM)

a network diagramming technique used to predict total project duration. It helps project managers to combat project schedule overruns. A critical path is the longest path through the network diagram, it also determines the earliest time by which the project can be completed. It should have no delay, slack or float. Slack or float is the amount of time an activity may be delayed without delaying a succeeding activity or the project completion date.

waterfall

a predictive product/development life cycle pros (and bit of cons): • Fixed steps: (+) Safe (-) Rigid • Problems identified early • More documentation • Easier to share work • Structured approach

Change Control System (CCS)

a system that ensures changes are not made arbitrarily, but rather is carefully considered and ultimately signed off by a responsible party. It encompasses the specific elements of decision making to approve, reject, or postpone any changes. Besides serving as established policy for the routine changes, CCS can also provide for emergency changes which may arise.

project selection common techniques

a) Basing on broad organizational needs b) Categorizing IT projects c) Performing financial analysis d) Using a weighted scoring model

data gathering techniques

a) Brainstorming: It is frequently used when developing the project management plan to gather ideas and solutions about the project approach. Attendees include the project team members although other subject matter experts or stakeholders may also participate. b) Checklists: Many organizations have standardized checklists available based in their own experience or use checklists from the industry. A checklist may guide the project manager to develop the plan or may help to verify that all the required information is included in the project management plan. c) Focus groups: They bring together stakeholders to discuss the project management approach and the integration of the different components of the project management plan. d) Interviews: They are used to obtain specific information from stakeholders to develop the project management plan or any component plan or project document.

Project manager's roles during the project integration management

a) Coordinating people, plans, and work required to complete a project. b) Focusing on the big picture and steer the project team toward successful completion. c) Making final decisions among or conflicting project goals or people. d) Communicating the key project information to top management.4.1 Project Integration Management Framework

IT project management methodologies

a) PRojects IN Controlled Environments (PRINCE2) b) Rational Unified Process (RUP) framework c) Six Sigma methodologies d) Waterfall e) Agile

typical items in project charter

a) Project's title b) Date of authorization c) Project manager's name and contact information d) Summary schedule e) Project's budget f) Project objectives g) Project success criteria h) Planned approach for managing the project i) Roles and responsibilities matrix j) Sign-off section

meetings uses

a) discuss the project approach b) determine how work will be executed to accomplish the project objectives c) establish the way the project will be monitored and controlled

scope creep

additional features, functions, requirements or work are added beyond the agreed-upon scope with no consideration to impacts on time, cost and resources or stakeholders/customer approval.

agile

an adaptive product/development life cycle • Team works closely with the customers in sprints • Working version approach (with each iteration) • Flexible approach (+) Respond rapidly to customer feedback (-) Can be chaotic if team member leaves

closing process (project)

involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end. It includes verifying that all of the deliverables are complete, and it often includes final project report and presentation. End the project efficiently Archiving project files Closing out contracts Document lessons learned Receiving formal acceptance of the delivered work from customers

project management plan

is a document used to coordinate all project planning documents and help guide a project's execution and control. It also documents project planning assumptions and decisions regarding choices, facilitate communication among stakeholders, define the content, extent, and timing of key management reviews, and provide a baseline for progress measurement and project control. Project management plans should be dynamic and flexible according to the environment or project changes.

why is a good scope definition important?

it helps improve the accuracy of time, cost, and resource estimates, it defines a baseline for performance measurement and project control, and it aides in communicating clear work responsibilities.

Corrective actions (CA)

result in improvements in any deviated project performance. These actions are taken to bring the project into line at some future point. Example: If a project team member has not beenreporting hours that he worked, a CA would show himhow to enter the information and let him know that heneeds to do it.

ROI

return on investment - the result of subtracting the project costs from the benefits and then dividing by the costs. For example, if a sum of $1000 is invested today and next year it is worth $1200, the ROI is ($1200 - $1000)/$1000 or 0.20 (20%).

Project crashing

shortening the duration of a project by reducing the time of one or more tasks. It is done by increasing the resources to the project, which in turn reduces the time taken for the planned tasks. However, it adds cost to the overall project. Therefore, the main objective is to shorten the project duration while also keeping costs at a minimum. Some approaches to crash: • Introducing new and appropriate resources such as manpower, tools and equipment. • Approving overtime (OT) for the workers to expedite work. • Prioritize materials delivery to activities on critical path.

PRINCE2 (PRojects IN Controlled Environments)

was developed in UK and it defines 45 separate subprocesses and organizes them into eight process groups as follows: 1. Starting up a project 2. Planning 3. Initiating a project 4. Directing a project 5. Controlling a stage 6. Managing product delivery 7. Managing stage boundaries 8. Closing a project

Project management information systems (PMIS)

• Large organizations use powerful enterprise project management systems that are accessible via the Internet and tie into other systems. • Smaller organizations use MS Project/Excel or other PM software or APP to create Gantt charts.

expert judgement (tools & technique in project execution)

• Necessary for large & complex project decisions making. • Project managers should feel to seek experts on various topics (e.g. methodology, programming language, training approach etc.)

main processes in project integration management

•Developing the project charter It involves working with stakeholders to create the document that formally authorizes a project—the charter. •Developing the project management plan It involves coordinating all planning efforts to create a consistent, coherent document—the project management plan. •Directing and managing project work It involves carrying out the project management plan by performing the activities included in it. •Manage project knowledge It involves using existing knowledge and creating new knowledge to achieve project objectives while also contributing to organizational learning. •Monitor & control project work It involves overseeing activities to meet the performance objectives of the project •Performing integrated change control It involves identifying, evaluating, and managing changes throughout the project life cycle. •Closing the project or phase It involves finalizing all activities to formally close the project or phase.4.1 Project Integration Management Framework

baseline

•The project management plan provides the baseline for identifying and controlling project changes. • A baseline is a starting point, a measurement, or an observation that is documented so that it can be used for future comparison.