9.2
dependency
a logical relationship that exists between the project tasks or between a project task and a milestone
kill switch
a trigger that enables a project manager to close the project before completion
outsourcing
arrangement by which one org provides a service or services for another org that chooses not to perform them in house
PMBOK Elements of Project management
communication plan- flow of project information executive sponsor-provide finances for project project assumption -factors true without proof- completion date project constraint- limit options- budget project deliverable-tangible result to complete project PMO- oversees organizational project project milestone-key dates when something must be performed project objectives-quantifiable criteria must be meet for a success project requirements document- specifications for project- managing expectations project scope statement -links projects to business goals project stakeholder-interests can be affects as a result of project completion responsibility matrix -defines project roles and responsibilities status report- periodic reviews of actual performance vs expected
reasons to outsource
core competencies-acquire best practice financial saving- far cheaper rapid growth -can get resources quickly to handle changes internet and globalization - internet has made people comfortable with it
ex tan
decrease expenses decrease processing errors decrease response time increase quantity or sales increase quality
pert chart defines
dependency before task
intangible benefits
difficult to quantify or measure
tangible benefits
easy to quantify and typically measured to determine the success or failure of a project
PERT program eval and review technique chart
graphical network model that depicts a projects tasks and the relationships between them
ex intan
improved decision making improved community service improved goodwill improved morale
benefits of outsourcing
increased quality and efficiency of business reduced operating cost expenses for head count and exposure to risk for large capital investments access to outsourcing service providers expertise economies of scale best practices and the advanced technologies increase flexibility for faster response to market changes and less time to market for new products or services.
outsourcing challenges
length of contract- long time-difficult to break threat to competitive advantage- can share trade secrets loss of confidentiality-place information in wrong hands that can be kept secret- pricing
economic feasibility
measure of cost effectiveness of a project
feasibility
measure of the tangible and intangible benefits of an information system
technical feasibility
measure the practicality of a technical solution and the availability of technical resources and expertise
schedule feasibility
measure the project time frame to ensure that it can be completed on time
legal feasibility
measures how well a solution can be implemented within existing legal and contractual obligations
operational feasibility
measures how well a solution meets the identified system requirements to solve the problems and take advantage of opportunities
political feasibility
measures how well the solution will be accepted in a given org
forms of outsourcing
onshore-same country nearshore-nearby country share border offshore-geographically far away- 3rd world write code and develop systems
Gantt chart
simple bar chart that lists project tasks vertically against the projects time frame, listed horizontally. represents the project schedule
smart criteria
specific, measurable, agreed upon, realistic, time frame
critical path
the sequence of activites that determine the earliest date by which the project can be completed
Triple constraint
time, resources, and scope
reasons projects fail
unclear or missing business requirements skipped sdlc phases changing tech cost of finding errors balance of the triple constraint
in-sourcing(in house )
uses the professional expertise within an organization to develop and maintain its information technology systems
