Project Management
The Quality Management Plan describes the following components
-Quality objectives and Key project deliverables and processes -Quality standards and Quality control and assurance activities -Quality roles and responsibilities and Quality tools -Plan for reporting quality control and assurance problems
Components found in a Project Charter
-Title and Dates -Project summary: objectives, deliverables, Acceptance criteria -Project resources: Staff & Budget -Project strategy: Summary milestones, assumptions, risk, communication and reporting -Reference documents: Authorizing documents, Contracts, Standards, Business case -Organizational roles and responsibilities -Approval signatures
4 Type of project life cycles (approaches
1. Linear 2. Iterative 3. Adaptive 4. Agile
Kickoff Meeting
1st major meeting with the key project stakeholders Focus is on building relationships, reviewing project objectives, and understanding goals high-level discussion of project scope, risks, schedule and milestones, communications, constraints, and assumptions review team member roles and responsibilities
Project management is organized into how many process groups?
5
Pareto Principle
80/20 rule completing 20 percent of a job provides 80 percent of the benefit to accomplishing all of the work.
Def of WBS Dictionary
A Supporting document showing description of the task, responsible entities for its completion
The role requirements grid is _____.
A detailed breakdown of the roles required to execute the project
A responsibility assignment matrix is _____.
A diagram that correlates the project organizational structure to the Work Breakdown Structure
A project organizational chart is ___.
A graphical picture of the organization and reporting relationships of the project
Def of risk owner
A key category of the Risk Register the person assigned to monitor that particular risk and implement the risk response strategy.
Def of Scope
A recognized project constraints schedule,financial resources, objectives, and staff
What is a Requirements Traceability Matrix?
A tool to keep track of requirements and adding them to the rest of the project and the resulting system
Requirements Traceability Matrix
A tool to keep track of requirements and link them backward and forward to the rest of the project and the resulting system
Def of Life-Cycle Phase
Activities focused on a specific outcome Key opportunity for mgmt review of deliverables and milestone definition for a project
Examples of Iterative Life Cycle Projects
An example is your first pass or your first phase could be a system for ordering diagnostic tests, so that whenever a provider or a nurse wants to order an X-ray or a blood test, they can do that in the computerized system. Then, your next phase could be to provide pharmacy orders. And now they can not only order the lab test or the radiology test, but they can begin to order the medications.
The project team can estimate the likely number of work periods required to perform an activity by using which method?
Analogous or Expert judgment or PERT
Activity Duration Estimation Techniques
Analogous Expert judgment Parametric Three-point estimate Program Evaluation & Review Technique (PERT)
How Are Costs Estimated?
Analogous estimate/"top-down" estimate Parametric estimate uses a statistical or math model Bottom-up technique involves estimating a component of work and provides more detail than the other cost-estimation techniques.
Risk Response Strategies for negative risks (threats)
Avoid Transfer Mitigate Accept
Establishing Project Baselines
Baselines: documented values used for future comparisons Key Baselines: -Scope: Tasks and work packages in WBS -Time: Planned start and end times for all work packages -Cost: Estimated cost for each work package
Def of Project Management
Applied knowledge, skills, tools, and techniques to project activities to meet project requirements
Dr. W. Edwards Deming System of Profound Knowledge (4 points)
Appreciation of a system Knowledge of variation Theory of knowledge Knowledge of psychology
Def of Deliverables
Are unique and verifiable -- it must be possible to confirm that they have been generated by the project Must meet expectations of project stakeholders Timeliness and quality are key determinants of project success
Activities during the Planning Phase
Assemble your team Develop time line and resources Consider breaking down large projects into smaller, more manageable ones Develop the plan Estimate costs Communications Plan
Management Styles
Autocratic Democratic Laissez-faire
Components of Org Culture
Business environment Organizational values Cultural role model Organizational rites, rituals, and customs Cultural transmitters
Resolving Conflicts
Collaborating Accommodating Compromising Competing Avoiding
Planning Lifecycle Phase of a Project
Collect requirements Scope Develop a project management plan Creating a work breakdown structure (WBS) Develop a schedule risks and risk response plans communications management plan Estimate costs Determine budget procurement decisions Estimate resource requirements Define project roles & responsibilities Determine how performance will be measured Plan quality Conduct a kickoff meeting
Triple Constraint
Competing demands on projects: Scope Time Cost
How to Monitor & Control Risks
Conduct periodic staff meetings to evaluate actual work performance results with planned results in the project management plan Consider keeping a "Top Ten Risk" list
Def of Adaptive Life Cycle
Consider Adaptive Models ** When even PLANS may change*** Partially defined requirements Expected, possibly significant changes Moderate risk, due to unknown requirements Uncertain feasability, depending on nature of changes and new requirements Can be significantly complex Necessary involvement of customers and users during the project to propose changes and respond to evolving products and systems
Activities during the Execution Phase
Coordinate resources Supervise project activities Communicate wisely with team members re. timelines, deliverables, expectations Procurement
what is a Responsibility Assignment Matrix (RAM)
Correlates the project organizational structure to the WBS. Depicts the work that must be performed and the individual or team responsible for performing that work Common component in HR planning
Which project document answers the following questions: How do you accurately estimate project costs and determine the project budget? If there are variances in budget and cost, how will these be managed or controlled?
Cost Management Plan
Duration Compression Techniques
Crashing: adding more resources to activity; may result in increased cost Fast-Tracking: overlapping activities that are normally performed in sequence; may increase risk and result in rework
Test Environment Technique for Smooth System Transitions:
Create a test environment of computing hardware and software Implement the new systems, processes, and services in the test environment Bring in staff members to try out the new system in the test environment Obtain their feedback on how the new system is working and what changes should be made
5 parts of the TQM Model
Customer Focus Planning Process Process Management Process Improvement Total Participation
Six Sigma
DMAIC project methodology has 5 phases: Define the problem, the voice of the customer, and the project goals, specifically Measure key aspects of the current process and collect relevant data Analyze the data to investigate and verify cause-and-effect relationships Improve or optimize the current process based upon data analysis using techniques Control the future state process
Time Management Process Sequence
Define activities Sequence activities Estimate activity resources Estimate activity durations Develop a schedule Control schedule
Staffing Management Plan
Define roles and skills needed Determine timetable Determine availability Secure staff Identify training needs Iteratively refine plan
Risk Management Plan—Contents
Definitions of risk for the organization Probability and impact matrix Revised stakeholders' tolerances Reporting formats Tracking Roles and responsibilities Methodology Budgeting Timing Risk categories
During project planning the project team conducts a communication requirements analysis to:
Determine the type and format of information needed to develop the communications management plan. Identify the stakeholder information needs.
Order of the 4 HR Management Processes
Develop Human Resources Plan Acquire the Team Development of the Team Staffing Management
How to Manage Project Risks
Develop a risk management plan: Identify risks Perform qualitative & quantitative risk analysis Risk response plans Risk register
Types of Project Costs
Direct cost Indirect cost Fixed cost Variable cost
A resource calendar is used to _____
Display which staff are needed over time for the project.
How to Monitor & Control the Project Schedule
Document the work accomplished Compare actual progress with the project schedule Process change requests Use schedule compression techniques
Def of Crashing
Duration Compression Technique involves adding additional resources to perform an activity to compress the schedule, but may result in increased cost to the project
Def of Fast tracking
Duration Compression Technique involves overlapping activities that normally are performed in sequence. Compressing the schedule by performing activities at the same time or in parallel may result in increased project risk and rework
Properties of well-written requirements
Each requirement given a unique identifier and priority (if applicable) Clear and concise Testable Traceable to business need Usable by its audience: designers, testers, project managers.
T or F: The highest degree of uncertainty is in project closure.
FALSE!!!!!
3 types of contracts
Fixed-price or lump-sum contracts Cost-reimbursable contracts Time and material contracts
Def of Agile Life Cycle
Focus on delivering business value to customers Minimal Requirements, intentionally no attempt to try define them completely at the start View Changes as Desirable High risks; continually engage risk issues Uncertain feasability; excellent models when feasibility is in question Complexity can be significant stakeholders, developers and customers work as a team to evolve and enhance system System features define the scope
What Is a Project Charter?
Formal Authorization of a Project Issued by project initiator/sponsor Documents the business case Provides the PM with authority to apply resources Reviewed at project kickoff meeting
Stages of Team Development
Forming, Storming, Norming, Performing
Def of Life-Cycle (project approach)
Framework for managing the unfolding of a project over time Structured as a series of sequential, and possibly over-lapping, phases
Types of system requirements
Functional - what it does Nonfunctional - how users use the system Interface - how it relates to other systems
What is the purpose of the project charter?
Gain approval and formally authorize the existence and start of the project.
Purpose of Project kickoff Meeting
Gain support for the project Engage stakeholders so they can resolve any questions or issues before project planning
5 process areas of project management
IPEMC Initiation Planning, Execution/Implementation Monitoring and Controlling Closing
Outline of a Stakeholder Register
Identification Information (name, role, etc.) Management Information Level of interest, Influence, Expected level of participation Stakeholder-specific success criteria Background information/ management notes Management approach
Communications Management Plan
Identifies stakeholder information needs and defines the approach for communicating during the project. may include org charts, responsibility assignment matrix, name and contact info, meeting times and locations,
What is the "Identify Risks" Process
Identify and document potential risks that can impact a project how? Review project plans and documents, analyze assumptions, Engage key stakeholders Create a risk register
Purpose of the Monitor & Control Risks Process
Implement risk response plans, track identified risks, identify new risks, and evaluate the effectiveness of the risk response actions
An autocratic management style means _____.
That the manager makes decisions unilaterally, and without much regard for subordinates
Def of Linear Life Cycle
Increments Sequence is well known Requirements known Few changes expected Low Risk High Feasibility Low/Manageable complexity Minimal involvement of customers/users during the project
What are the 9 Knowledge Areas (PMI)
Integration Scope Time Cost Quality HR Communication Risk Procurement
Key communication methods are _____.
Interactive, push, pull
Outline of a Requirements Specification Document
Introduction Overview of the System & Operational Concept (a user's view of the intended system) System Requirements References
Outline of a Project Scope Statement
Introduction: Objective, Audience, Version Control Project Scope: Statement of Work, Deliverables, Assumptions and Constraints, System Boundaries Interfaces to Other Systems and Organizations Project Success Criteria References
What Are Procurement or Bid Documents?
Invitation for Bid (IFB) Request for Proposal (RFP) Request for Quotation (RFQ)
Def of Iterative Life Cycle
Loops Requirements moderately defined, some lack of clarity Few changes are expected, but able to respond better than linear models Low to moderate risk; iterations of process will provide flexibility and delivery of system in increments to enhance acceptance by users High Feasibility Low or Manageable Complexity Involvement of customers and users is needed to evaluate prototypes or early incremental deliveries
3 types of dependencies
Mandatory Discretionary External
Types of Activity Dependencies
Mandatory: Initial activity precedes the following activity Discretionary: Either activity can go first External: Something from "outside" is required that may impact sequence of activities
Activities during the Monitoring and Controlling Phase
Mange specifications Control scope creep Be flexible re. others ideas, but maintain scope Report on Performance
Role of PM in Team Development
Mediator Trainer Mentor Gopher Job Counselor Cheerleader Coach
The most important skill for a project manager or leader
Negotiation
Examples of Deliverables in Health IT Projects
New or re-engineered systems EHR implementation, Radiological imaging, order entry, billing IT-enabled processes, e.g., ER admission processing Outpatient service delivery RX fulfillment Web-based employee time reporting
Examples of Reasons for Health IT Projects
Operational Improvements e.g. wait time, processes Organizational Initiative: Two large physician practices are merging, integrate the EMRs
Key environmental factors to pay attention to during Project Selection
Organizational culture and cultural perspective of all involved parties. Will the culture support the project and the steps required to successfully undertake the project? Existence or lack of a project management information system. Is there is a system in place to support documenting all aspects of the project and to facilitate the key elements of monitoring and controlling the project? Workflow and processes. Are there established and accepted step-by-step, enforceable protocols for how to organize and manage a project? Human resource pool. Does the organization have staff with the skills and knowledge to undertake the project?
Def of Risk Register
Output of the Identify Risks Process contains information such as identified risks, probability of occurrence, impact of occurrence on project objectives, risk owners, proposed response strategies, and current status
Deming Cycle
PDCA CYCLE Plan Do Check Act
Components of an HR Plan
People Assigned to the project, their roles & responsibilities How to manage the team and staffing policies Describes how project resources will be acquired and released How training will be done Criteria for rewards and recognition Organizational charts and position descriptions
5 Project Risk Planning Processes
Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses
Common Elements of Project Management
Planning the project Defining activities that make up the project Monitoring how the project is going Responding to changes that occur during a project Estimating resources -- what do you need to do the project, in time, people, materials?
Gap Analysis Technique for Smooth System Transitions:
Prepare an "as-is" model of how your current system operates Prepare a, "to-be," model Conduct a gap analysis Compare the, "as-is," and, "to-be," models so you can plan to, "bridge the gap"
Activities during the Closing the Project Phase
Present the project to stakeholders; receive official approval/acceptance Finalize project activities: file paperwork, formally close contracts, etc. Hold post-mortem with team: Review project processes, resources, budget, time lines, and outcomes
Def of Dimensions of Risk
Probability of event is the chance of a risk event occurring Generally is measured in percentages, real numbers, or nonnumerical Impact of event may be good or bad
A primary source of information for the project scope statement is the "-------"
Project Charter
Which project document includes: the name of the project, why you are undertaking this project, the objectives and constraints, who the key stakeholders are, and the project start and end dates?
Project Charter
Which project step will answer the following questions: What is the best method for taking on your project? How will your project unfold over time and how can you best manage that? What is the best way to structure your project as a series of sequential, and possibly over-lapping, phases?
Project Life cycle
Time, cost, and procurement management take place in which project management process?
Project Planning
Which project document answers the following questions: What is the importance of each constraint? What are the tasks that are dependent upon completion of other tasks? Is it possible to prioritize the constraints (rank order)? If you have constraints or dependent tasks can they be prioritized? What is the flexibility of a constraint? Can the deadline or budget of the project be negotiated? What is the customers' risk tolerance for changes to the project and plan?
Project Schedule
Techniques for Handling Change Requests
Project Steering Team or Change Control Board (CCB) Use configuration management procedures and tools Document all change requests
2 documents that help you define/manage scope
Project charter & Stakeholder register
2 methods to Analyze Identified Risks
QUALITATIVE ANALYSIS - High-level subjective approach QUANTITATIVE ANALYSIS - Numbers and data
Tools for Project Selection
Qualitative models Subject matter expert (SME) judgments "untouchables" concept Mandates internal or external Quantitative models or financial tools Net present value (NPV) Internal rate of return (IRR) Return on investment (ROI) Payback period
Forms of Power
Referent Formal Technical (SME) Coercive
First Step in Project Closing
Revisit the Project Charter and Project Management Plan Review Prior Phases, Activities, and Deliverables Don't give in to scope creep at this late stage by doing work that is not included in your project !
The document that defines the project team's approach to identifying, analyzing, responding to, and controlling risks is called the.....
Risk Management Plan
Which project document answers the following questions: What is the best way to avoid risky project elements? If there is risk you cannot avoid, how can you minimize or mitigate it?
Risk Management Plan
The two primary documents supporting risk management are....
Risk Register and Risk Management Plan
Parallel Operation Transition Approach
Run the new health IT system in parallel with the current system Advantages:You still have the current system in place, decide when to switch to new system Disadvantages: Can be expensive—and challenging for staff—to have both systems in operation
Which project document answers the following questions: How will you handle changes to the project that occur in mid-stream? How do you keep the work manageable when customers/clients/stakeholders continue to demand more and more from the project?
Scope Statement
acquire the project team process
Select the Project Manager Determine Size Facilities Determine Skill Requirements Duration of the assignment Equipment
Def of Process
Set of related actions directed at accomplishing a specific result minimizes risk and eliminates problems.
Work Breakdown Structure (WBS)
Sets the project boundaries - NOT A SCHEDULE Created after the project scope statement is complete Provides detailed scope definition, broken down into small manageable components Developed for all projects, regardless of size and complexity one of the most important project documents created during project planning because it helps prevent scope creep
Risk Response Strategies for positive risks (opportunities)
Share Exploit Enhance Accept
Simulation Technique for Smooth System Transitions:
Simulate the operation of the new system in the computing and workflow environment of the organization Experiment with the simulation model to gain confidence in the new system Simulation runs will help ensure that the new system will meet performance and responsiveness requirements of users
Which project document answers the following questions: who stands to be impacted by the operations and deliverables of your project, who are they by name, what is the nature of their stake in the project, and what are their expectations?
Stakeholder Register
Tools to Manage Stakeholder Expectations
Stakeholder Register Project Management Plan Communications Management Plan Issue Log Change Log Intangible Communication Tools: Communication Methods Interpersonal Skills Management Skills
Activities during the Initiating Phase
Start the project Who? What? Identify Stakeholders
Maslow's Hierarchy of Needs _____.
States that there are various levels of needs for an employee
4 Project Success Factors
Strong executive support Plenty of user involvement An experienced project manager Clear business objectives
What is a Requirements Specification document?
Structured document containing— Functional, nonfunctional, and interface requirements Assumptions and constraints Support requirements Training requirements
Requirements can be made more precise by use of.....
Structured language, such as use of "shall" statements to indicate a "must-have" requirement using req. software tools, and linking requirements to design, code, and test cases
Which are key characteristics of effective project teams?
Support and Trust Clear Objectives Cooperation and Conflict Process and Procedures
Cut Over Transition Approach
Switch to new system in one step Advantages: Simple —gets new system in operation Once the new system is in place, staff is motivated to work out the, "bugs" Disadvantages: Can be a disaster if not well planned and executed
Phased Strategy Transition Approach
Switch to new system in phases Advantages: Organization can ease into use of new system Can stretch out phases over time to match flow of funding Disadvantages: Requires breaking system into phases Delays implementation of full system
T or F: Planning for Human Resource Management starts after the project team has identified all activities that must be performed
TRUE
T or F:No project can run smoothly if expectations, responsibilities, objectives, and timelines are not clearly understood by all stakeholders, or those who are invested in your project.
TRUE
T or F: The scope statement is used to create a WBS.
TRUE A WBS is essential for project success because it ensures all work is identified (project management work, product. and product scope).
T or F: Customers may be ---Internal or External
TRUE respect role of customer even when part of your organization clarify your reporting roles to your senior management and your customer
4 risk categories
Technical Organizational External Project Management
Reaons why projects are authorized and initiated
Technological advances Customer requests Legal/regulatory requirements Market demands
4 approaches to Situational Leadership
Telling Selling Participating Delegating
Def of a Project
Temporary - has a definite beginning and end Has Purpose - undertaken to create a unique product, service or result
Def of Requirements
The characteristics of the project and its deliverables that must be met
Work Breakdown Structure (WBS)
The document that shows the hierarchical structure of work to be done on a project
Define "Work Package" in terms of a WBS
The lowest level of task in a WBS, not further decomposed, used for estimating time and cost
Quality Management Plan
The purpose is to define activities or tasks that intend to deliver products while focusing on achieving the customer's quality expectations defined on the basis of the quality standards set by the organization delivering the product
Def of Champion
The stakeholder who is the principal advocate committed to the project and its success
Def of Project Sponsor
The stakeholder who provides the funding for the project
T or F: A risk register will include both threats and opportunities
True
T or F: Acceptance is a risk response strategy for positive and negative risks
True
T or F: Agile model, that makes no attempt to document requirements at the start because it is so often an unrealistic exercise
True
T or F: Every Project Has a Life Cycle
True
T or F: For adaptive and agile life cycles, you will want to have certain work packages be considered as planning packages—still assign budget to them, but defer any detail of their task structure
True
T or F: Iterative and adaptive models, that work well when requirements are partially known
True
T or F: Linear model of phases when requirements are well known and not likely to change
True
T or F: PMI's PMBOK® identifies 42 processes, organized into 5 groups
True
T or F: Probability and impact are assessed for each identified risk.
True
T or F: Project selection represents the implementation of an organizational strategy and requires a clear understanding of environmental factors in and outside the organization
True
T or F: Tools and techniques used in identifying project risks include documentation reviews, expert judgment, and assumptions analysis.
True
T or F: Typically, the project management plan is shared during the kickoff meeting.
True
T or F: The WBS is the foundation from which most planning stems. It provides a graphical view of a project, and organizes and defines the entire scope of the project.
True The project team will analyze each work package of the WBS to identify all the activities that need to be performed.
T or F: ISO 9000 and TQM are two different things
True they are not interchangeable ISO 9000 can be viewed as a subset of TQM
T or F: A project manager must be both manager and leader.
True As a manager a project manager must produce consistent results, including the planning, organizing, executing, and controlling operations of the project. As a leader, a project manager must lead at all levels, establishing a vision and strategy at the project and organizational level. The project manager must also be a positive motivating force for the team.
T or F: In a kickoff meeting project leadership often describes how the project fits into the organization's business strategy and the benefit in funding the project.
True It is also an opportunity for stakeholders to ask questions.
T or F: The requirements documentation is analyzed by the project team to develop a project scope statement
True This document provides a narrative description of the project scope.
T or F: While managing a systems development project, a project manager will utilize all of the following to identify project risks:Organizational process assets, Scope baseline and Activity cost estimates
True -- the PM WILL NOT USE "Inspection"
Why is it important to know your stakeholders?
Understanding their motivations will help you address concerns and avoid negative behaviors and tactics. You must know your stakeholders interests to effectively manage their expectations. Stakeholders can be a critical resource in determining the success or failure of the project.
How to Control Quality
Use the quality management plan to control quality Verify deliverables align to the quality standards required Identify causes of poor project processes or product quality Recommend preventive and corrective actions Process change requests by taking corrective action when required
Customer Acceptance Document
Used to formally record the customer's acceptance that the project is concluded Statement that the— Customer accepts project deliverables Project has been completed to the customer's satisfaction
Areas of uncertainty to identify risks
WBS Activity Lists Reliability, Experience & capacity of vendors Established use of resources Changing market forces Maturity of resources
Which project document answers the question: Now that you have defined project scope, how will you organize the work that needs to be done and clearly communicate to management in manageable work packages? in manageable work packages?
Work Breakdown Structure
McGregory Theory of Organizational Behavior
X and Y posits two types of employees: Type X and Type Y. Type X employees need to be monitored and encouraged to complete tasks, while Type Y employees are self-starters who will work without supervision.
ISO 9000 is
a Certification requires Auditing and Certification borrows principles from TQM requires Documentation of Procedures and Development of Quality Manual
Root Cause Analysis (or RCA)
a class of problem solving methods aimed at identifying the root causes of problems or incidents. This method approaches problem-solving by fixing or removing the original sources of the issue through an iterative and continuous approach, rather than attacking an individual current impact as it occurs.
What is the Schedule Management Plan
a document that contains information on how the schedule will be developed and controlled, how schedule processes will be measured, and what scheduling tool will be used.
What is the Risk Register?
a document that is developed early in project planning and progressively elaborated in the risk management planning process. contains risks, description of risks, results of the qualitative and quantitative risk analysis, risk triggers, risk owners, and planned risk response strategies.
quality management plan
a document within the project management plan. The document addresses project quality control (QC), quality assurance (QA), and continuous quality improvement.
What is the project organization chart?
a graphical picture of the organization and reporting relationships of the project useful when planning communications and identifying project stakeholders as well as determining project accountability useful for showing the "holes" that you have not filled in your project staff
Def of stakeholder register
a key deliverable during project initiation Record the results of stakeholder identification activity Use it to prepare for stakeholder management throughout the project
Examples of Adaptive Life Cycle Projects
a lot of stakeholder engagement plans may change Go Live of a system
The Juran Trilogy
a model of how an organization can better understand the relationship between processes that plan, control and improve quality and produce better business result Quality Planning Quality Control Quality Improvement
Earned Value Management (EVM)
a technique for monitoring and controlling your scope, time, and cost baselines. For each work package, EVM will use the assigned values, as well as actual number outcomes, for a project constraint to calculate variances from plan to outcome.
A flowchart is...
a type of diagram represents an algorithm or process shows the steps as boxes of various kinds shows order by connecting boxes with arrows
Def of Business Advantage
achievement of goals resource utilization Information-based decision making
Def of Schedule
activity-based timeline or project baseline; documents when the project activities will be completed
Def of Gold Plating
adding needless details to a project
Def of Effort
amount of work or labor hours necessary to actually perform a scheduled activity
Def of Stakeholder
an individual or organization actively involved in a project and whose interests may be positively or negatively affected by the project Examples: Champion, Sponsor, Customer, User
Def of Quality Assurance
applies to a process set of activities designed to ensure that the development and/or maintenance process is adequate to ensure a system will meet its objectives
Def of Quality Control
applies to a product a set of activities designed to evaluate a developed a work product
Total Quality Management or TQM Theory
based on the buy-in and participation of an organization's members. It's goal is the long-term organization success through customer satisfaction. benefits all members of the organization and society in general.
How to Capture Lessons Learned
capture lessons at project milestones Draft a document with team members contributing Conduct facilitated meetings
The Seven Quality Management tools
cause-and-effect diagram/Ishikawa/fishbone chart check sheet Control charts histogram/bar chart Pareto chart Scatter diagram stratification/flowchart/runchart
Ground Rules
clear protocols for behavior and project work provide a set of processes for how to deal with behavior outside of the protocols should be established early on via the project charter must be agreed upon and bought into by all team members
Components of a Business Case
considered after the project is acceptable from the strategic analysis Benefits to the organization Cost /benefits analysis over time Consequences if the project is not done Full life-cycle costs Qualitative models Quantitative models Risks
Def of Competitive Advantage
culture of execution and collaboration getting the "right" results reliably
Def of Activity relationships
diagramming technique to illustrate the activity's logical relationships: finish to start, start to start, finish to finish, and start to finish
What is the procurement management plan
documents the goods and services that will be procured from outside the project organization and the procurement approach
issues log
help you keep track of problems, both small and large Assign each issue an ID number, date, description, the planned response, and the person responsible for resolving it Update the log as the issue is resolved
Herzberg Theory of Organizational Behavior
if basic employment needs, such as salary or a safe working environment, are not met, people will not want to perform the work; on the other hand, these elements do not motivate employees to work. Rather, people are driven by the psychological aspects of employment, such as success, reward, and personal development.
Def of Flowchart
illustrates the relations between process stages by graphically presenting each stage as a box or shape, with arrows between the boxes showing the flow of the entire process.
Goal of risk management
increase the probability and impact of positive events and decrease the probability and impact of negative events in the project
Def of Pull communication method
internet sites, knowledge repositories, and other kinds of self-service information resources where people can go and consume the information at their will
Def of Float (Stack)
is the amount of time an activity can be delayed and not push back the early start of a successive activity, which are found on a noncritical path in the network diagram.
Def of Critical path
longest path of activities through the schedule network; establishes the soonest date the project can complete and has the greatest project risk
Def of Milestone
marker on a timeline with zero days duration; signifies a major achievement or important event in a project.
Def of Push communication method
memos, reports, and faxes in which one party pushes communications to another party
Maslow's Hierarchy of Needs
motivation operates as a stepped process to meet employee needs Physiological Needs - food, water, shelter, clothing Safety Needs - family security, protection Social Needs - belonging, friendship, love Esteem Needs - need to be a respected individual Self-actualization - to feel complete and valid in all aspects of self, to feel confident in being oneself THE pinnacle of the pyramid
The number of communication channels is defined by the formula:
n(n-1)/2 Where N is the number of people communicating.
When should you stop decomposing a WBS?
no longer practical tasks with no deliverables tasks have a separate external provider
What is a role requirements grid?
outlines the positions and duties necessary to complete the project details responsibilities, necessary skills, # of employees assigned to that role estimated start and finish dates for that role on the project.
What is the function of the project management team?
oversees the development and operation of the project aka: core, executive, or leadership team
Expectancy Theory of Organizational Behavior
people anticipate that they will receive positive reinforcement for their work. You can use the rewards to motivate your team members.
Requirements Management Plan
plan for managing requirements throughout the project gather req represent req change process ensure req are satisfied
Def of Matrix organizations
project staff have dual loyalties, to the project and their functional unit Has functional managers and program manager to oversee projects
Def of Functional organizations
projects operate within a single functional unit or across multiple units siloed
Def of Gantt chart
provides a good graphic illustration (bar chart) of the project schedule; chart is easy to construct and consists of listing project activities vertically on the left side of the bar chart and the schedule dates are listed horizontally across the top of the bar chart; good communication tool for the project team
Def of Project schedule network diagrams
schematic depiction of scheduled activities and dependencies (logical relationships of activities); model of sequenced activities
Examples of Linear Life Cycle Projects
simple software development project ADT project
Def of Statistical Process Control
the application of statistical methods to the monitoring and control of a process to ensure that it operates at its full potential to produce conforming product Determine Communication Needs
Def of risk
the effect of uncertainty on objectives Positive risk: opportunity to enhance project's success Negative risk: threat to project's success
Def of Scope Creep
the tendency of most projects to shift boundaries (money, time, etc) as the project moves forward
Def of Project Risk
those factors that may delay or obstruct a project's completion. Part of a project manager's job is to plan for and reduce the amount of risk to a project.
What is a resource calendar
tool used to determine which staff will be needed over time to complete the project Good for visualizing and planning resource allocation within an organization
Def of Duration
total number of periods (work periods; days or workweeks) that are required to complete a scheduled activity
T or F: For linear and iterative life cycles, you will typically be able to develop a WBS at the start
true
Def of Project-based organizations
work gets done directly through project managers projects are organized under programs, so a given program manager may have responsibility for several projects. This kind of organization is often found in consulting firms or professional service firms.
