IS 3400 Final Stewart

the reason to use a WBS

all of the above

which of the following is NOT a step in Retrospective process?

approve budget

after every project we should do a _____ and gather ______ from which we can create ______ to add to our ______

retrospective lessons learned best practices methodology

what is NOT required to create a project budget

sequence

based on agreement on requirements and certainty of technology axes recommends if you should use traditional waterfall or agile

stacey diagram

strategic and tactical deliverables

strategic- views all the projects together as components of a portfolio and makes strategic choices in their support. tactical- execution of individual projects and programs, management by objectives

Forlandia is an example of having a _________ project sponsor and ______ project manager with a __________ appreciation of culture

strong, weak, lack of

Chaos Studies

success- had 3 constraints challenged - got something tangible but missed some of constraints fail - didnt work. Standish Group - measures project success rates and project management best practices

Retrospective

taking time to review a past experience to learn from it. to improve future projects, to increase competence of participants through knowledge sharing

OPM3 outcomes

tangible or intangible result of applying a Capability. in OPM3 a capability may have multiple outcomes. The degree to which an outcome is achieved is measured by a KPI.

Float/slack

the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date

10 Knowledge Areas

time, cost, quality, scope, Risk,Integration, Communications, HR, Procurement, Stakeholders

triple constraints

time, cost, scope quality in middle if its good

3 types of organizations

traditional, functional, project ties

Risk

uncertain event that can be negative or positive

PMI Talent Triangle

Technical Project Management Leadership Strategic and Business Management

Parkinson's Law

work expands to fill the time allowed

Scope

work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.

Fielder's Contingency Theory

your effectiveness as a leader is determined by how well your leadership style matches the situation. The theory is based on the premise that each of us has one and only one leadership style

critical path tasks have a float of _____

zero

SCRUM

3 roles- *product owner, scrum master, development team.* 1- product backlog 2- sprint backlog 3- sprint 2-4 weeks, daily meetings 4- sprint results in a useful product

Scrum Roles and Steps

3 roles- *product owner, scrum master, development team.* 1- product backlog 2- sprint backlog 3- sprint 2-4 weeks, daily meetings 4- sprint results in a useful product

Contributions to communication

7% words only 38% tones and inflection 55% other nonverbal

OPM3 capabilities

A specific competency that must exist in an organization in order for it to execute PM processes and deliver PM services and products. An incremental step leading to one or more best practices.

heuristic size of work package

less than or equal to 2 man weeks

rearranging resources until they are constant is called

leveling

Machiavelli quote on change

"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, then to take the lead in introducing a new order of things. Because the innovator has for enemiesall those who have done wellunder the old conditions, and lukewarm defenders in those who may do well under the new."

Know how to do a Project Network

(review homework examples)

TCPI

(to-complete performance index) what level do i need to perform at to make the grade?

Managing Conflict

*Avoidance* retreat/withdraw/ignore *AccommodatiOn* appease the parties in conflict *Forcing* dominant authority resolves conflict *Compromise* bargaining *Collaboration* confronting and attempting to solve problem by incorporating diff ideas/views/perspectives

Duration equation!!

*D=W/E* Duration = Work / Effort (work is 12 days. 2 people working on it. =6 days. if we add a person, its 12 /3 = 4 days.)

Vroom's Expectancy Theory

*Effort x Performance x Rewards.* Will my efforts lead to high performance? Will my performance be rewarded? Do I value those rewards?

project planning framework (will have word bank)

*G*oal, *S*cope, *P*hases, *T*asks, *R*esources/*S*equence/*T*ime Estimates *B*udget/*S*chedule

Herzberg theory of motivation

*HYGIENE FACTORS*- company policies, quality of supervision, relations with others, personal life, rate of pay, job security, working conditions. *MOTIVATION FACTORS* - achievement, career advancement, personal growth, job interest, recognition, responsibility

Agile Manifesto

*Individuals and interactions* over processes and tools; *Working software* over comprehensive documentation; *Customer collaboration* over contract negotiation; *Responding to change* over following a plan.

VERSES

*Matthew 6:24* No one can serve two masters. Either you will hate the one and love the other, or you will be devoted to the one and despise the other. You cannot serve both God and money. *Mark 6:4* A prophet is not without honor except in his own town, among his relatives and in his own home. *Luke 14:28* Suppose one of you wants to build a tower. Won't you first sit down and estimate the cost to see if you have enough money to complete it? *John 8:32* then you will know the truth and the truth will set you free. *Romans 5:3-4* Not only so, but we also glory in our sufferings, because we know that suffering produces perseverance; perseverance, character; and character, hope. *Romans 12:1-2* Therefore, I urge you, brothers and sisters, in view of God's mercy, to offer your bodies as a living sacrifice, holy and pleasing to God—this is your true and proper worship. Do not conform to the pattern of this world, but be transformed by the renewing of your mind. Then you will be able to test and approve what God's will is—his good, pleasing and perfect will.

kick off meeting

*Officially kick-off the work on the project* Brings closure to planning phase Communicates to all what the project is about Energizes *stakeholders* Engenders positive attitudes Breakdown barriers/build bridges

Jesus as a PM (CEO)

*SELF MASTERY* He Stuck to His Mission He Did the Difficult Things He Said Thank You He Was Constantly in a State of Celebration He Owned It He Had a Passionate Commitment to the Cause He Worked Through His Fears He Was Keenly Aware of His Resources He Felt a Sense of Destiny He Did Not Despise the Little Things. *STRENGTH OF ACTION* He took Action He had a Plan He formed a Team He trained his replacements. *STRENGTH OF RELATIONSHIPS* He held them Accountable He set an example He acknowledge d them in public and private He urged them on He served them He defended them He gave them authority He played with them

Types of Reports

*Status Reporting*- Describes present state of the project. Compares actual progress to baseline plan. Like a snap shot of the project at a specific time. *Progress Reporting*- what has the team accomplished? actual vs planned. *Forecast Reporting*- predicting the project's future status or progress.

2 major ways to do a project

*T*raditional/*P*redictive/*W*aterfall *A*gile/*A*daptive/*I*terative/*I*ncremental

Views of Conflict

*Traditional*- conflict is NEGATIVE/should be avoided *Contemporary*- conflict is inevitable/natural and can be pos or neg *Interactionist*- conflict is important and necessary ingredient for performance

McGregor's Theory X & Y

*X* people need close supervision, will avoid work and responsibility when possible, desire only money, must be pushed to perform. *Y* people want independence in work, seek responsibility, motivated by self fulfillment, naturally want to work, will drive themselves to perform

QUOTES

*chance favors the prepared mind-louis pasteur* history is bunk- henry ford *if you know somebody who has worked in different cultures, bounce ideas off of them- jake stewart* let my house not be walled up on 4 sides, let all the windows be open, let all the cultures blow in, but let no culture blow me off my feet- ghandi *...their policy is to act first and plan afterward, usually overlooking completely essential details...-lindbergh* relativity applies to physics, not ethics - albert einstein *to a man with a hammer, everything looks like a nail- mark twain* those who cannot remember the past are condemned to repeat it - Santayanaz *vision without execution is a hallucination- thomas edison* we have come this far by faith, let the ships burn - steven curtis chapman if you dont know where you're going you'll wind up somewhere else-yogi berra in the future all work will be project work- yogi berra effective teamwork begins and ends with communication-mike krzyzewski there is no limit to what a man can do or where he can go if he doesn't mind who gets the credit- ronald reagan efficiency is doing things right, effectiveness is doing the right things - drucker management is doing things right, leadership is doing right things - drucker

3 options to pull the project in when its behind? only for CRITICAL PATH

*crash* - increase the resources/increased cost *fast track* - removing dependencies/increases risk or last resort, *reduce scope*

Know answer to things like "Which needs to be crashed/ fast tracked? Which has the most float? Whats the critical path? Whats the duration of the project?" (multiple choice)

*fast-tracking*- activities are rescheduled to perform crashing- you add additional resources to the activities to finish them early *float*- amount of days or hours that tasks can be delayed without pushing the project back. The critical path, by definition, has no float. *critical path*- longest distance between the start and finish of your project, including all the tasks/their duration, which gives you a clear picture of the project's actual schedule. *duration*- how long it will take from start to finish

Types of Contracts

*fixed price/lump sum*- fixed price for a well defined product or service (low risk for buyer bc price is predetermined) *cost-reimbursable*- payment to the seller for direct and indirect actual costs (salaries, cost of work space) *time and material contracts*- hybrid of fixed price and cost reimbursable contracts

Communication channel equation

*n (n-1)/2*

Mclelland's Theory of Needs

*need for achievement*- drive to excel, achieve in relation to a set of standards, strive to succeed. *need for power*- to control others, to get desired things done. *need for affiliation*- friendship, good relationship.

Estimating techniques

*top down*- what a project should cost and how long it should take as decreed by a member of top management who thinks those parameters are appropriate. May be a response to the business environment. but may lead to a death march. *bottom up*- Most common form of project estimation-Divide project into small modules and directly estimate time and effort in person-hours, weeks, or months for each module. *analogous*- requires expert judgment, is generally less costly, but can be less accurate. use actual cost of a previous similar project to estimate. *poker planning*- Variation of Delphi Technique! Uses a deck of cards that represents an estimate in days. Moderator describes particular task, feature, deliverable, or user story to be estimated. Attempts to reach consensus in a few rounds of "play" *time boxing*- allocate a certain amount of time to an activity in advance and then complete the activity within that time frame. One example is to plan a meeting agenda and determine up front, how long you want to work on each topic.

which are the more agile of the two?

-clear drawn authority and specialization vs *well organized teams* -comprehensive documentations vs *working software* -*customer collaboration* vs contract negotiation -following a plan vs *responding to change* -*fixed cost and time*, flexible scope vs fixed scope, estimate cost and time -*individuals and interactions* vs processes and tools -effort peaks and high risks vs *smoother effort and less risks*

FROM BOOK (the art of doing twice the work in half the time)

-stories, examples -people, what they're famous for/ what he said about them (matching them up) -some short answer questions - some examples from book, How SCRUM works

See Slides for How West was won

...

Stephen Covey's 7 Habits

1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. First understand, then be understood 6. Synergies 7. Sharpen your saw

Kubler-Ross Model

1. Denial 2. Anger 3. Bargaining 4. Depression 5. Acceptance

PMI was founded in

1969

you can build a house in

3 hours

what is a project?

A *temporary* endeavor undertaken to create a *unique* product, service, or result.

Balanced Scorecard Approach

A *top-down* management system that organizations can use to clarify their vision and strategy and transform them into action. *financial, customer, internal processes, innovative & learning perspectives*

Agile vs Waterfall

AGILE- short term planning scale, short distance between customer and developer, short time between specification and implementation, short time to discover problems, low project schedule risk, high ability to respond quickly to change WATERFALL- long term planning scale, long distance between customer and developer, long time between specification and implementation, long time to discover problems, high project schedule risk, low ability to respond quickly to change

the PMI Code of ethics and professional conduct applies to

ALL OF THE ABOVE (pmps, all pmi members, non members holding pmi certification or volunteering)

Ultra-lite backpacking is comparable to what trend in PM?

Agile

Closing Process

All project documents should be reviewed and marked as final versions, and the lessons learned register should include lessons learned during the closing process Final product, service, or result transition : Project sponsors are usually most interested in making sure that the final products, services, or results are delivered and transitioned to the appropriate part of the organization. A final project report and pres

_________ PMs as compared to other PMs spend almost twice as much time planning, enjoy their work more, and believe they have more authority and personal impact on project success

Alpha PMs

PMI code of ethics and professional conduct is based upon

Aspirational Standards and Mandatory Standards

3 MOC requirements and their 4 Levers

Awareness- Communication Skill Development- Training Motivation- Incentives/Rewards and Org. Alignment

BAC, EAC

BAC - where we EXPECT to finish at EAC- where we really think we will finish at based on how we're doing NOW ETC- how much do we need to DO in order to finish?

6 rules of thumb for doing business across cultures

Be Prepared. Slow Down. Establish Trust. Understand the Importance of Language. Respect the Culture. Understand Components of Culture.

entering the workforce directly out of college, what would be the best certification for your pursuit of the PM profession?

CAPM

Leave No Trace can be compared to what aspect of PMI?

Code of Ethics

Cost Baseline Equation (BAC equation)

Cost Baseline = WorkPackages + Contingency Reserve

_________ was used as an example of the importance of honesty and how to deal with ________ , while ____________ was used as example of why we should strive for best practices

John 8:32, stress, colossians 3:23

Decision Tree

Decision trees allow project managers to distinguish between decisions where we have control and chance events that may or may not happen. It takes account of the costs and rewards of decision options as well as the probabilities and impacts of associated risks.

Ouchi's Theory Z

Democratic. in between x and y. "involved workers are the key to an increase in productivity"

Earned Value Management

Earned value management (EVM) is a project performance measurement technique that integrates scope, time, and cost data Given a baseline, project managers and their teams can determine how well the project is meeting scope, time, and cost goals by entering actual information and then comparing it to the baseline The baseline information includes: Scope data (WBS tasks) Time data (start and finish estimates for each task) Cost data (cost estimates for each task) Note that you can use earned value management at either a detailed or a summary level

forecasting with Earned Value Management

Earned value management (EVM) is a project performance measurement technique that integrates scope, time, and cost data Given a baseline, project managers and their teams can determine how well the project is meeting scope, time, and cost goals by entering actual information and then comparing it to the baseline The baseline information includes: Scope data (WBS tasks) Time data (start and finish estimates for each task) Cost data (cost estimates for each task) Note that you can use earned value management at either a detailed or a summary level

4 types of dependencies

FS: When A finishes, B may start. most common FF: When A finishes, B may finish SS: When A starts, B may start SF: When A starts, B may finish

Core values of quality programs proposed by Shewhart, Deming, Juran, Ishikawa, and Crosby include:

Focus on the customer

Maslow Hierarchy of Needs Theory

From bottom to top: physiological, safety, love/belonging, esteem, self actualization

traffic light colors

Green-On Time, Budget, Scope Yellow-Some Issues Red-Serious Issues Blue-Project Complete Black-Project Cancelled Gray-Project On Hold

project charter

HOW we're going to manage the project. *A*uthority *S*cope *S*takeholders agreement

Fordlandia

Henry Ford, SPONSOR. world's wealthiest man. first US company to create large scale rubber plantation in the Amazon. "moses of the 20th cent will turn amazon into the promised land" the fundamental goal of lessons learned is change. spent over 20 million. Fordism=providing cheap goods and high wages to the masses RESPECT/KNOW THE CULTURE

interpreting Earned Value Numbers

In general, negative numbers for cost and schedule variance indicate problems in those areas Negative numbers mean the project is costing more than planned or taking longer than planned Likewise, CPI and SPI less than one or less than 100 percent indicate problems

5 PM Process Groups

Initiating, Planning, Executing, (Monitoring and Controlling), and Closing

MOC

Management of change

which country did dr stewart NOT manage a project in?

Mexico (he did in brazil, china, germany, singapore)

Triangular Estimate equation PERT Equation

O + M + P / 3 O + 4M + P / 6

OPM3

Organizational Project Management Maturity Model. the *degree* to which an organization *practices* organizational PM. reflected by the combination of Best Practices achieved within the domains: *Project, Program, and Portfolio*

Deming Learning Cycle

PDCA plan do check act

ACRONYMS

PMBOK- pm body of knowledge PMI - pm institute PMO- pm office RAM - responsibility assignment matrix RACI - Responsible, Accountable, Consulted, Informed CCPM - critical chain pm WBS - work breakdown structure WIIFM - whats in it for me? KISS - keep it simple stupid PMP - pm professional CAPM - certified associate in pm MBWA - manage by walking around

which implementation approach is usually the MOST expensive and LEAST risky?

Parallel

which implementation approach allows for implementation of modules in different locations?

Phased

Earned Value terms

Planned Value- authorized budget assigned to the scheduled work. Actual Cost - the realized cost incurred for the work performed Earned Value - measure of work performed expressed in terms of the budget authorized for that work. Budget at Completion - approved total budget EAC - forecast of how much it will cost on completion.

Lessons Learned- Continuous Improvement

Preserving and passing on all that new knowledge and wisdom is what the concept of 'lessons learned' is all about. Effective project managers take lessons from current projects forward into planning and executing future projects, thereby enabling continuous improvement.

PIM score (how to find contingency reserve)

Probability x Impact (after multiplying, you want to address the highest number first)

Spirit of St Louis

RISK orteig prize insanity=doing the same thing over and over again and expecting different results. "challenge of managing projects today is to combine the technology of the near future with the lessons of the past"-mark kozak-holland. Lindbergh learned from other projects, tolerance for risk to minimize triple constraints.

In resource usage view, resources in the color _____ are over allocated

Red

Having the team review the project scope, schedule, budget, and quality objectives would most likely occur in the:

Retrospective

Hoodwink is an example of why we perform the following in PM

Retrospectives

the key reason for the success of the spirit of St Louis is due to this knowledge management

Risk

EV Terms

The planned value (PV) is the authorized budget assigned to scheduled work The actual cost (AC) is the realized cost incurred for the work performed on an activity during a specific time period The earned value (EV) is the measure of work performed expressed in terms of the budget authorized for that work. It cannot be greater than the authorized PV budget for a component as it is calculated as the sum of the PV of the completed work

Eli Goldratt famous for

Theory of constraints project buffer

what is the bridge between scope and project plan?

WBS (work breakdown structure)

Impact of Change

Whether we view change as *positive (anticipation) or negative (dread)*, there is a certain amount of *stress* that accompanies each change. *Assimilation* is the process of adapting to change and determines our ability to handle current and future change

milestone

a marker. 0 duration came from romans milestone markers

Risk Strategies

accept, escalate - both avoid, mitigate, transfer - negative exploit, share, enhance - positive

multitasking is...

bad

gold plating is

bad! avoid it

individual performance review

begin with them evaluating their own performance focus on specific BEHAVIORS, not the individual. be consistent and fair. Review should provide a consensus on improving performance

most effective leader style?

benevolent

Risk techniques

brainstorming nominal group delphi cause and effect

models for analyzing project alternatives

breakeven npv - higher is better payback analysis - shorter is better roi - higher is better scoring

deadlines

came from prison that shot people if you cross the line.

what was the completion status of the great escape?

challenged

definition of Quality

conformance to requirements, *Fitness for use*

progressive elaboration

continuously improving. allows a project management team to define work and manage it to a greater level of detail as the project evolves.

For ERP implementations, ____determines if you can go live, _____ determine how your first week goes, and _______ determines how well your first month goes

conversions, interfaces, training

Project Budget formula

cost baseline + management reserve

CPM

critical path method (project network). used to predict total project duration. and show amount of schedule flexibility on the paths.

excess overtime can lead to

death march, cost overruns, undertime

per dr. stewart's research, which of the following were found to be significant in determining project success?

dedicated employees performing PMO functions

Project network

diagram, forward pass, backward pass, float, CP, analysis

Costs

direct indirect sunk contingency reserve management reserve learning curve

which implementation approach usually entails the greatest level of RISK?

direct cutover

direct cutover, parallel, phased

direct cutover- old system shut down and new turned on. appropriate when quick delivery is critic al, or old system is so poor it must be replaced ASAP. can cause more pressure and stress. parallel- old and new systems run concurrently. appropriate when problems or the failure of the system can have a major impact on organization- provides a safety net. takes longer and requires more resources. Phased - system introduced in modules incrementally. experience can make it go smoother later. takes longer and may cost more than direct

TCO (total cost of ownership)

direct, ongoing, and indirect costs

__________ is a person's legal or moral responsibility to promote the best interest of an organization or other person with whom they are affiliated

duty of loyalty

Leavitt's Diamond

every organizational system is made up of four main components— *people, tasks, structure, and technology* with an interaction among the four components so that any change in one of these elements will necessitate a change in the other three elements.

PMP

exponential growth

5 steps of team development

forming, storming, norming, performing, adjourning

The first thing to consider when faced with an ethical dilemma would be _________

gather the facts

you've been assigned as the PM for a large project in the pacific. in the first meeting the client brings you an expensive gift and one for your husband. this is considered an acceptable custom when doing work in this country. you should:

gracefully accept both gifts and report them both

Scope grope, creep, leap

grope- a project team's inability to define the project's scope creep- increasing small but time consuming features leap- big change in the in the scope

who is responsible for individual risk?

identified stakeholder

Interpreting Earned Value Numbers

in general, negative numbers for cost and schedule indicate problems in those areas- it is costing more or taking longer than planned. CPI and SPI less than one or 100% indicate problems.

what can you expect if you have more than one critical path?

increased risks

TBO (total benefits of ownership)

increasing high value work improving accuracy and efficiency improving decision making improving customer service

Discussing team members' next assignment is generally a part of:

individual performance review

what to do when project sponsor wants to make a major change when the work is mostly complete

inform them of the impact of the change

PMBOK processes are described in terms of

inputs, outputs, tools & techniques

Ways to Close or Terminate a project

integration addition extinction starvation

which of the following is NOT one of the PMI code of ethics and professional conduct sections?

integrity

Stakeholders

interests may be pos or neg affected by execution or completion of project. may exert influence over project

OPM3 KPI

key performance indicator. criterion by which an organization can determine whether the outcome associated a capability exists or the degree to which it exists. Can be a direct measurement or an expert assessment

Lag and Lead

lag- when an activity requires a gap in time before it can start lead- when an activity can overlap a preceding one

Appalachian Trail

longest hiking trail in the world. "vision without execution is hallucination" *PM Myron Avery.* a temporary endeavor undertaken to create a unique result. triple constraint

An ethical leader could be described as someone who ________.

makes it clear that bottom line results are important, but only if they can be achieved in an ethical manner

Stacey diagram

method to select the appropriate management actions in a complex adaptive system based on two axes: Vertical axis =the degree of certainty. Horizontal axis = level of agreement on the issue in question

______________ is a defined and repeatable process to be used throughout the organization. can be used to deliver a project and promote the use of best practices...will increase a project's probability of success

methodology

Lewin's Force Field Analysis

model of system-wide change that helps change agents diagnose the *forces that drive and resist* change

list at least 3 of the functions of a PMO

monitor/control teach manage

critical path is shown on the

network diagram

Milestones have ____ duration

no. used by the Romans as mile markers

technique for identifying risks where you rank/prioritize ideas in round robin fashion

nominal group technique

the most important requirement for project closure under normal circumstances is?

obtaining the project sponsor's acceptance of the project

OPM3 best practices

optimal way currently recognized by industry to achieve a stated goal or objective

which is true of best practices?

part of OPM3

Critical Chain PM (CCPM) is based on

people often inflate/add cushioning to their time estimates

the part of a methodology that helps you take corrective action is:

phase exit review

project oriented vs product oriented deliverables

project- focus on the completion of procedural based tasks in the process leading up to the actual launch product- pertain to the product itself, focused on the end user/customer

PM improvement accountability act does all of the following EXCEPT

provide a professional code of conduct (it DOES: job series and career path in the federal govmt, developing a standards bsaed program management policy across the federal gvmt, recognize the essential role of executive sponsorship and engagment)

Tussle's Risk Classification Scheme

puppy- high probability, low impact tiger- high probability, high impact kitten- low probability, low impact *alligator- low probability, high impact*

what impact does leveling have on MP schedule?

push completion date out

Monte Carlo

quantitative risk analysis technique that provides a probability distribution for outcome values for the whole project. Use 3 point estimate and info for each activity

Careers in PM

rapid growth

you are preparing a proposal in response to a "request for proposal". the sales person in your company working on it tells you to lie to enhance the company's chance of winning the contract. You should:

report the matter to your superior, project sponsor, or corporate

Gantt chart

reporting a project's progress. This chart lists the tasks to be performed on the vertical axis, and time intervals on the horizontal axis. The width of the horizontal bars in the graph shows the duration of each activity.